The document discusses various theories and perspectives on leadership, including:
- Trait theories that focus on innate qualities that differentiate leaders from non-leaders.
- Behavioral/style theories that examine what leaders do rather than who they are, looking at task-oriented and relationship-oriented behaviors.
- Contingency theories that consider how the context influences appropriate leadership styles and how a leader's effectiveness depends on the match between their style and the situation.
- More recent theories include transformational leadership focusing on charismatic, visionary leaders and relationship-based approaches examining leader-member exchanges.
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
Anti-corruption and Judiciary Excellence: The Role of Transformational Leader...Francis George
Anti-corruption and Judiciary Excellence: The Role of Transformational Leadership. How Transformational Leadership contributes to combating Corruption and enhancing Judicial Excellence.
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
Anti-corruption and Judiciary Excellence: The Role of Transformational Leader...Francis George
Anti-corruption and Judiciary Excellence: The Role of Transformational Leadership. How Transformational Leadership contributes to combating Corruption and enhancing Judicial Excellence.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
What is leader , leaders type , Leadership styles , Difference between leaders and managers , EFQM Leadership Criteria , characteristics of quality leaders
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
What is leader , leaders type , Leadership styles , Difference between leaders and managers , EFQM Leadership Criteria , characteristics of quality leaders
MSL 6000, Psychological Foundations of Leadership 1 .docxShiraPrater50
MSL 6000, Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the major psychological foundations of leadership.
1.1 Describe various foundational traits of leadership.
1.2 Articulate the importance of correlating personal leadership traits and models.
4. Evaluate various leadership models.
4.1 Analyze various leadership models.
4.2 Relate leadership models to a successful leader.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Essay
1.2
Unit Lesson
Chapter 1
Unit I Essay
4.1
Unit Lesson
Chapter 3
Unit I Essay
4.2
Unit Lesson
Chapter 3
Unit I Essay
Reading Assignment
In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit I in the course navigation menu to access the online version of the
assigned chapters.
Chapter 1: What Does It Mean to Be a Leader?, pp. 3–24
Chapter 3: Contingency Approaches to Leadership, pp. 65–88
UNIT I STUDY GUIDE
Leadership Approaches and Models
MSL 6000, Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Welcome to Unit I! There are many types of leaders in the business world today; some are successful at
leading their team to accomplish organizational goals, while others are not. Leadership is a popular and
sought-after asset in business today. Therefore, it is important to understand what is required for one to
become a good leader and acknowledge the important aspects of leadership. Being that leadership is
complex and often misunderstood, those who are seeking to become effective leaders must possess a desire
to establish meaningful relationships with others while leading with a vision. Daft (2018) describes leadership
as the “ability to support and inspire the people who are needed to achieve organizational goals” (p. 5).
This course covers the history and psychology
of leadership studies, leadership vision,
culture, courage, morals, and values. Our
focus will be on leadership concepts and
theories and correlating that knowledge into
practical use. At the bottom of each study
guide, there will be activities that focus on self-
assessment, goal setting, and overcoming
barriers—all related to how you can apply what
you learn in the course to your everyday life.
The activities are not graded but will assist in
developing your own leadership skills.
Let’s get started, as your next step in becoming a leader awaits.
When we consider the psychology of leadership, the psychodynamic or systematic approach to studying
human behavior, there are a myriad of ways of looking at leadership. The underlining forces that affect
leaders’ ability to lead include their personalities, their feelings and emotions, and how they relate to others.
Leaders’ persona ...
MSL 6000, Psychological Foundations of Leadership 1 .docxgertrudebellgrove
MSL 6000, Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the major psychological foundations of leadership.
1.1 Describe various foundational traits of leadership.
1.2 Articulate the importance of correlating personal leadership traits and models.
4. Evaluate various leadership models.
4.1 Analyze various leadership models.
4.2 Relate leadership models to a successful leader.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Essay
1.2
Unit Lesson
Chapter 1
Unit I Essay
4.1
Unit Lesson
Chapter 3
Unit I Essay
4.2
Unit Lesson
Chapter 3
Unit I Essay
Reading Assignment
In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit I in the course navigation menu to access the online version of the
assigned chapters.
Chapter 1: What Does It Mean to Be a Leader?, pp. 3–24
Chapter 3: Contingency Approaches to Leadership, pp. 65–88
UNIT I STUDY GUIDE
Leadership Approaches and Models
MSL 6000, Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Welcome to Unit I! There are many types of leaders in the business world today; some are successful at
leading their team to accomplish organizational goals, while others are not. Leadership is a popular and
sought-after asset in business today. Therefore, it is important to understand what is required for one to
become a good leader and acknowledge the important aspects of leadership. Being that leadership is
complex and often misunderstood, those who are seeking to become effective leaders must possess a desire
to establish meaningful relationships with others while leading with a vision. Daft (2018) describes leadership
as the “ability to support and inspire the people who are needed to achieve organizational goals” (p. 5).
This course covers the history and psychology
of leadership studies, leadership vision,
culture, courage, morals, and values. Our
focus will be on leadership concepts and
theories and correlating that knowledge into
practical use. At the bottom of each study
guide, there will be activities that focus on self-
assessment, goal setting, and overcoming
barriers—all related to how you can apply what
you learn in the course to your everyday life.
The activities are not graded but will assist in
developing your own leadership skills.
Let’s get started, as your next step in becoming a leader awaits.
When we consider the psychology of leadership, the psychodynamic or systematic approach to studying
human behavior, there are a myriad of ways of looking at leadership. The underlining forces that affect
leaders’ ability to lead include their personalities, their feelings and emotions, and how they relate to others.
Leaders’ persona.
Running Head: ANNOTATED BIBLIOGRAPHY 1ANNOTATED BIBLIOGRAPHY 2
Annotated Bibliography
William Fiedler
Columbia Southern University
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). "Leader vision and the development of adaptive and proactive performance: A longitudinal study," Journal of Applied Psychology, 95(1): 174-182.
This study proposes that situational leadership model, as a kind of leader vision, would bring about an increment in the adaptivity for employees in an organization who were high in openness to work for a role change. This is a perfect fit for my research for the reason that it illustrates how situational leadership model influences organizational employees in bringing about an increment in their adaptivity. It is an objective source because it illustrates the facts that lie under situational leadership model that when employed by leaders in their leader vision task, it would positively change the performance employees. This source is of importance for my research because it will help in analyzes significant effects of situational leadership model in increasing employees’ adaptivity.
Kaifi, B. A., Noor, A. O., Nguyen, N., Aslami, W. & Khanfar, N. M. (2013). The importance of situational leadership in the workforce: A study based on Gender, Place of birth, and generational affiliation. Journal of Contemporary Management, 29-40.
In this article, authors’ main point is that situational leadership is an important aspect that organizations should put into consideration for them to succeed in their daily performance. This source fits my research in that it helps analyzes the process by which organizations will make use of situational leadership theory to develop their daily performance. This source is objective for the reason that it analyzes the facts that organizations benefit from utilizing the situational leadership model. This research will be of importance in my research because it will help obtain information on the manner by which organizations make use of situational leadership model to run their daily practices effectively.
Manepatil, U. (2013). Situational Leadership Model. ROR, II(VI), 1-4.
In this article, the main point Manepatil brings out is that situational leadership considers leaders as varying their emphasis on various activities as well as relationship behaviors to best act on a different level of follower maturity. This source fits my research in that it attempts to define the actual meaning of situational leadership model. This source is objective because it is based on facts of the functions of situational leadership model. This source will be of significance in my paper because it will help in recognizing what situational leadership is and how it functions in addition to its benefits.
Mujtaba, B. & Sungkhawan, J. (2009). Situational Leadership and Diversity Management Coaching skills. Journal of Diversity M ...
Running Head LITERATURE REVIEW ON LEADERSHIP 1LITERATURE RE.docxcowinhelen
Running Head: LITERATURE REVIEW ON LEADERSHIP
1
LITERATURE REVIEW ON LEADERSHIP
4
Leadership
Brandman University
Chad Hurt
OCLU 501: Organizational Research
21 November 2017Abstract
Knowledge does not exist in a vacuum; it has to be obtained from somewhere. Therefore a given work becomes only useful in comparison with other people’s work. This calls for the establishment of what the research study published in connection with the works of other researchers to analyze the development of the subject matter. This paper will present a critical review of the literature that was done in regard to the research questions about leadership. The objective of this literature review is to define leadership and to explain the roles and qualities of good leaders as backed up by scholarly documentation.
Table of Contents
3Introduction
4CRITICAL REVIEW
5Research questions
5Research Question One: Defining who a leader is
6Research Question Two: Stating what the Functions of Leaders are
7Research Question Three: Stating what the qualities of good leaders are
7Conclusion
9REFERENCES
CRITICAL REVIEW
The study will apply the deductive approach in critically reviewing the literature. The approach helps to identify theories and ideas to be used in testing and to develop a conceptual framework for testing the data.
According to James Macgregor (2003) leadership contribute quite much to civilization due to their transformative capabilities. Leaders are not just solvers of problems, but they are the people who can help the society move from one level to another through motivation and morality. Some documents on leadership have suggested that leaders are the people who not only ensure that they do things right but also they are seen doing the right thing. In this regard, which type of leaders would be perceived as doing what is right? This question could bring in some answers with a lot of variations in them, but one thing for sure that will be common is that leaders have one personality trait in them, a passion for leading, though different leaders use different styles to lead. There isn't a dearth of experts in the field of leadership or even sophistication of approaches, but still, there is no consensus on which leadership style is the most effective. As much as individual leadership styles do matter, leadership effectiveness is increasingly believed to be dependent on context and situational factors in which those particular leaders work. Research conducted on 160 CEOs justified that leadership is dependent not so much on what a person is like on the inside but by what the demands of the outside are. Considering temporal changes is essential in dynamics and patterns of leadership behaviors of the task they undertake when conceptualizing their styles effectiveness.
Research questions
The research will seek to answer the questions; who are a leader, what are the striking qualities of a good leader and what are their roles? The exploration of these questions ...
BUS 119 – Principles of Personal & Organizational Le.docxcurwenmichaela
BUS 119 – Principles of
Personal &
Organizational
Leadership
Overview – Suggested and Required Actions for this week
• Post your introduction – What would you like us to know about you?
• Read Chapters 1 & 2 in your text book
• 2 Discussion Questions – Original Posts – Due by Thursday, 11:59 pm
• Respond to at least 2 classmates for each question – Due by Monday 11:59 pm
• Leadership Journal
Northouse, P. G. (2018). Introduction to leadership: Concepts and practice (4 ed.).
Retrieved from https://content.ashford.edu/
This textbook is a
ConstellationTM
Course digital materials
(CDM) title.
This week students will
1. Define leadership.
2. Identify key characteristics associated with
effective practice of leadership.
3. Explore the impact of definitions and traits on the
study of leadership.
Activity Due Date Format
Grading
Percent
Read Chapters 1 & 2
Post Your Introduction Day 1 Discussion 2
Conceptualizing Leadership
Questionnaire
Day 3
(1st post)
Discussion 3
Respond to at least 2 classmates’
posts
Day 7 Discussion Part of 3
above
Leadership Lessons Day 3 (1st post) Discussion 3
Respond to at least 2 classmates’
posts
Day 7 Discussion Part of 3
above
Leadership Journal Day 6 500 to 1,000
words
6
“Leadership is a process of social influence which maximizes
efforts of others towards achievement of a goal” (Kruse,
2013, para. 1).
What is leadership?
Leadership has nothing to do with seniority or one’s position in the
hierarchy of a company.
Leadership has nothing to do with titles.
Leadership has nothing to do with personal attributes.
KEY LEADERSHIP PARADIGMS
Just as every other field of study changes with time so too is the field of
leadership study changing. Consider the following changes in thinking
regarding leadership:
Traditional Contemporary
Departments System
Fragmented, Specialized Connected, Flexible
Authority, Decision Level Empower, Facilitation
Control Envision
Permanent, Growing Temporary, Trimmed
Pyramid Flat
Cost Cutting Social Sensitivity
WHAT IS LEADERSHIP?
Ask 20 people the question “What is leadership?” and you may get 30 different
answers. If we examine the differences we receive, we may be able to identify
a few themes, from which we may be able to construct a rough definition.
Here are the themes we receive back:
leading – setting direction, pace, and rhythm toward a vision
leader – one who is setting the direction, pace, and rhythm toward a vision
So then
leadership – the ability to set direction, pace, and rhythm, and organize and
motivate supporters, subordinates, and/or populations toward achieving the
vision.
So leadership is a term that is somewhat difficult to set in fixed terms. We may often
hear people say, “I can’t define it, but I know it when I see it.”
If we can agree that leadership is the ability to help individuals achieve a goal, then
we can set some fixed aspects of leadership. Here are some items to .
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3. !3
อาทิตย์ 3 พ.ย. 62 09.00 - 16.00 น.
5. leadership
5.1 Leadership ( Traits and Relationship Perspective)
leadership Self-efficacy
Leader-member Exchange Theory
Path Goal Theory
5.2 Transformational and transactional perspectives
Transformational Theory of Leadership
Ethics-Based Leadership
Servant Leadership
theories of group dynamics
1.Topic – 5. leadership
5.1 Leadership ( Traits and Relationship
Perspective)
5.2 Transformational and transactional
perspectives
2.Before class –
You need to read all Week 2 readings
PRIOR to attending the class.
3. Do assigned readings.
Consider your responses to the
questions in the left column. Develop a
definition in your own words of what
leadership is.
4. Assigned Readings
5.1.1 McCormick, Michael J. "Self-efficacy and leadership effectiveness: Applying
social cognitive theory to leadership." Journal of Leadership Studies 8.1 (2001): 22-33.
5.1.2 Gong, Yaping, Jia-Chi Huang, and Jiing-Lih Farh. "Employee learning orientation,
transformational leadership, and employee creativity: The mediating role of employee
creative self-efficacy." Academy of management Journal 52.4 (2009): 765-778.
5.1.3Gist, Marilyn E. "Self-efficacy: Implications for organizational behavior and human
resource management." Academy of management review 12.3 (1987): 472-485.
5.1.4Dienesch, Richard M., and Robert C. Liden. "Leader-member exchange model of
leadership: A critique and further development." Academy of management review 11.3
(1986): 618-634.
5.1.5 Wayne, Sandy J., Lynn M. Shore, and Robert C. Liden. "Perceived organizational
support and leader-member exchange: A social exchange perspective." Academy of
Management journal 40.1 (1997): 82-111.
5.1.6 Gardner, William L., and Bruce J. Avolio. "The charismatic relationship: A
dramaturgical perspective." Academy of management review 23.1 (1998): 32-58.
5.1.7 House, Robert J. "Path-goal theory of leadership: Lessons, legacy, and a
reformulated theory." The Leadership Quarterly 7.3 (1996): 323-352.
5.1.8 Zaccaro, Stephen J. "Trait-based perspectives of leadership." American
Psychologist 62.1 (2007): 6.
5.1.9 Ellemers, Naomi, Dick De Gilder, and S. Alexander Haslam. "Motivating
individuals and groups at work: A social identity perspective on leadership and group
performance." Academy of Management review 29.3 (2004): 459-478.
5.1.10 Graen, George B., and Mary Uhl-Bien. "Relationship-based approach to
leadership: Development of leader-member exchange (LMX) theory of leadership over
25 years: Applying a multi-level multi-domain perspective." The leadership quarterly 6.2
(1995): 219-247.
5.2.1Judge, Timothy A., and Ronald F. Piccolo. "Transformational and transactional leadership: a meta-analytic
test of their relative validity." Journal of applied psychology 89.5 (2004): 755.
5.2.2 Dvir, Taly, et al. "Impact of transformational leadership on follower development and performance: A field
experiment." Academy of management journal 45.4 (2002): 735-744.
5.2.3 Bass, Bernard M. "Two decades of research and development in transformational leadership." European
journal of work and organizational psychology 8.1 (1999): 9-32.
5.2.4 Bass, Bernard M. "Does the transactional–transformational leadership paradigm transcend organizational
and national boundaries?." American psychologist 52.2 (1997): 130.
5.2.5 Bass, Bernard M., and Paul Steidlmeier. "Ethics, character, and authentic transformational leadership
behavior." The leadership quarterly 10.2 (1999): 181-217.
5.2.6 Brown, Michael E., Linda K. Treviño, and David A. Harrison. "Ethical leadership: A social learning
perspective for construct development and testing." Organizational behavior and human decision processes
97.2 (2005): 117-134.
5.2.7 Brown, Michael E., and Linda K. Treviño. "Ethical leadership: A review and future directions." The
leadership quarterly 17.6 (2006): 595-616.
5.2.8 Schaubroeck, John M., et al. "Embedding ethical leadership within and across organization levels."
Academy of Management Journal 55.5 (2012): 1053-1078.
5.2.9 Gregory Stone, A., Robert F. Russell, and Kathleen Patterson. "Transformational versus servant
leadership: A difference in leader focus." Leadership & Organization Development Journal 25.4 (2004): 349-361.
5.2.10 Russell, Robert F., and A. Gregory Stone. "A review of servant leadership attributes: Developing a
practical model." Leadership & Organization Development Journal 23.3 (2002): 145-157.
3 5.0 leadership 2019 neo2 copy - 18 September BE 2562
4. Leadership
Leadership is viewed as a process
rather than as a position.
leadership
4 5.0 leadership 2019 neo2 copy - 18 September BE 2562
5. Differentiating Leadership from Management: An
Empirical Investigation of Leaders and Managers
SHAMAS-UR-REHMAN TOOR, PH.D.
!5
Personal Leadership Resources
Cognitive
Resources
• Problem-solving
expertise
• Knowledge of
school and
classroom
conditions that
directly affect
student learning
• Systems
thinking
Social
Resources
• Perceive
emotions
• Manage
emotions
• Act in
emotionally
appropriate
ways
Psychological
Resources
• Optimism
• Self-efficacy
• Resilience
• Proactivity
!5
Differentiating Leadership from Management
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7. So how do we do Systems Leadership?
Six dimensions of systems leadership practice
!7
1. Ways of feeling (personal core values) – values
& commitment
2. Ways of perceiving (observations and hearing)
− observing ‘from the balcony’ as well as ‘from the
dance floor’
− allowing for the unseen and unpredicted
− seeking and hearing diverse views
− sensitivity to other narratives
3. Ways of thinking (intellectual and cognitive
abilities)
̶ curiosity
̶ synthesising complexity
̶ sense-making
4. Ways of doing (enabling and empowering)
− narrative and communication
− enabling and supporting others
− repurposing and reframing existing structure
and resources
5. Ways of relating (relationships and
participation)
̶ mutuality and empathy
̶ honesty and authenticity
̶ reflection, self-awareness and empathy
6. Ways of being (personal qualities)
bravery and courage to take risks
− resilience and patience
− drive, energy and optimism
− humility and magnanimity
Systems Leadership
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10. !10
Managerial Leadership: A Review of Theory and Research
Gary Yukl
State University of New York at Albany
Managerial Leadership
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12. Overview – The ‘History’ of Leadership
!12
Approach/ Theory Emphasis
Trait Theories
The Innate Qualities, Traits, Personality and
Characteristics of the Leader [What Leaders Are]
Behaviour/ Style Theories
The Behaviour and Style of the Leader [What
Leaders Do]
Situation & Contingency
Theories
Contextual - Prescriptive and Predictive Solutions
‘New’ Leadership
Transformational/ Transactional Leadership. The
Charismatic, Visionary Heroic Leader
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13. !13
The ‘History’ of Leadership
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18. Great Man
Theories
Early 1900s
•Research focused
on individual
characteristics
that universally
differentiated
leaders
from nonleaders
Traits Interacting
With Situational
Demands on Leaders
1930-50s
• Landmark Stogdill (1948)
study - analyzed and
synthesized 124 trait studies
- Leadership
reconceptualized
as a relationship between
people in a social situation
• Mann (1959) reviewed 1,400
findings of personality and
leadership in small groups
- Less emphasis on situations
- Suggested personality traits
could be used to discriminate
leaders from nonleaders
Revival of Critical Role of
Traits in Leader
Effectiveness
• Stogdill (1974)
- Analyzed 163 new studies
with 1948 study findings
- Validated original study
- 10 characteristics
positively identified with
leadership
• Lord, DeVader, & Alliger
(1986) meta-analysis
- Personality traits can be
used to differentiate
leaders/nonleaders
• Kirkpatrick & Locke (1991)
- 6 traits make up the
“Right Stuff” for leaders
Historical Shifts in Trait Perspective
1970’s - Early 90s
Innate Qualities
Situations
Personality / Behaviors
Today
• Intelligence
• Self-Confidence
• Determination
• Integrity
• Sociability
5 Major
Leadership
Traits
Trait approach
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20. Style Approach Description
❖Emphasizes the behavior of the leader
❖Focuses exclusively on what leaders do and how they act
Comprised of two general kinds of Behaviors
❖Task behaviors
Facilitate goal accomplishment: Help group members achieve objectives
❖Relationship behaviors
Help subordinates feel comfortable with themselves, each other, and the situation
Perspective
Definition
Trait approach
Bebavior/Style approach
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21. Behaviour/ Style Approaches
• What leaders do rather than who they are
Early work - Lippitt & White (1943) identify a
single behavioural dimension - Reflecting
autocratic, democratic or laissez-faire behaviours
Same authors suggest - leaders cannot easily
interchange styles
Ohio State University: e.g. Fleishman, Harris &
Burt, 1955, and others) – A two factor model:
Consideration: a concern for themes such as
promoting mutual trust, respect, and
camaraderie in the relationship between
leader and follower
Initiating structure: concerns around the
task such as defining the work, and
organising and structuring tasks and
responsibility
Is this a early ref to leaders v mangers
•University of Michigan (e.g. French 1950;
Katz & Kahn, 1951)
Concern for production (job-centred concerns)
Concern for relationships (employee-centred
concerns).
•Blake & Mouton (1964) Leadership Grid
Concern for people
Concern for results
Bebavior/Style approach
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22. Behaviour/ Style Approaches
But
• Weak empirical support for how behavioural action
contributes to leadership outcome
• What behaviours – How long can scholars make the
list? - Decades of research have not identified a
universal collection of behaviours that contribute to
effective leadership.
• What of the causal direction between the behaviour
of the leader and follower related variables
• Behaviour and Styles Research has employed so
many scales as to make the results meaningless –
Of 120 different scales used - most employed only
a few times ( Schriesheim & Kerr, 1977)
• What of the environment/context in which
leadership takes place
Bebavior/Style approach
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25. Contingency Theory Approach Description
❖Contingency theory is a leader-match theory (Fiedler & Chemers,
1974)
• Tries to match leaders to appropriate situations
❖Leader’s effectiveness depends on how well the leader’s
style fits the context
❖Fiedler’s generalizations about which styles of leadership
are best and worst are based on empirically grounded
generalizations
Perspective
Situation/Contingency approach
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26. Situation & Contingency Approaches
• Theories that attempt to account for the influence of
environmental or situational factors
Fluid variables: e.g. The level of authority leaders have
over their subordinates
The degree of leader/ follower relations
The extent that the goals of the group can be
objectively defined
These affect the favourability of the situation faced by
leaders and followers - can influence the methods of
leadership considered appropriate to the situation.
The theories include aspects found in the traits and
behavioural models
•Filley, House & Kerr (1976), Four principle themes:
Leader characteristics
Followers’ needs, attitudes and expectations
Task requirements of the leader and followers
The organisational and wider contextual
environment
•Contingency Model ( Fiedler, 1965)
•Path-goal theory (House, 1971)
•Situational Leadership Theory [SLT] Hersey &
Blanchard (1993):
Situation/Contingency approach
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28. Situation & Contingency Approaches
BUT
• Validity of the measurement scales
• What is being measured
• What is the solution when there is a mismatch
between situation and leader?
• How are followers’ competences and
commitment conceptualised - how do they relate
to followers’ levels of development
• Leader matching (style to needs of situation)-
leader may be appropriate for one situation, for
example fire fighting a crisis, what becomes of
the leader when a status quo is achieved and the
style is no longer considered appropriate?
Fiedler’s Contingency Theory
Path-Goal Theory:
Situational Leadership Theory (SLT):
Vroom-Yetton Model:
Situation/Contingency approach
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30. Substitutes for Leadership
Characteristic
Relationship-Oriented or Considerate
Leader Behavior is Unnecessary
Task-Oriented or Initiating
Structure Leader Behavior is
Unnecessary
Of the Subordinate
1. Ability, experience, training, knowledge X
2. Need for Independence X X
3. “Professional” orientation X X
4. Indifference toward organizational rewards X X
Of the Task
5. Unambiguous and Routine X
6. Methodically invariant X
7. Provides its own feedback concerning
accomplishment X
8. Intrinsically satisfying. X
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31. Substitutes for Leadership
Characteristic
Relationship-Oriented or
Considerate Leader Behavior
is Unnecessary
Task-Oriented or Initiating
Structure Leader Behavior is
Unnecessary
Of the Organization
9. Formalization (explicit plans, goals, and areas
of responsibility)
X
10. Inflexibility (rigid, unbending rules and
procedures)
X X
11. Highly specified and active advisory and staff
functions
X X
12. Closely knit, cohesive work groups X X
13. Organizational rewards not with the leader’s
control
14. Spatial distance between superior and
subordinate
X
Source: Adapted from S Kerr and J M Jermier, “Substitutes for Leadership:Their Meaning and Measurement,”
Organizational Behavior and Human Performance, December 1978, pp 375-403
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32. • 1980s - Disillusionment and pessimism about
leadership research ( Bryman, 1992)
‘New’ Leadership
Charismatic Leadership (e.g. House, 1977;
Conger & Kanungo, 1987; Shamir, House &
Arthur 1993; Waldman & Yammarino, 1999),
Visionary Leadership (e.g. Bennis & Nanus, 1985;
Nanus, 1992).
Transformational/ Transactional Leadership (e.g.
Burns, 1978; Bass, 1985; Tichy & Devanna,
1990; Kouzes & Posner, 1995; Alimo-Metcalfe
& Alban-Metcalfe, 2001)
• Core concept – charisma
Some authors use the general label ‘charismatic
leadership’ to describe all of them
Burns (1978) Transforming and Transactional
leader on a single dimension
Bass (1985) Transformational and Transactional
leader – separate dimensions
The four ‘I’s of transformational leadership
Idealised Influence & Inspirational Motivation (which
combine to form charisma)
Intellectual Stimulation
Individualised consideration
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33. Covey (1991)!33
Transformational Leadership Transactional Leadership
Builds on the need for meaning
Builds on the need to get a job done and make a
living
Focuses more on missions and strategies Focuses on tactical issues
Makes full use of human resources. Identifies and
develops new talent
Relies on human relations to lubricate human
interactions
Designs and redesigns jobs to make them meaningful
and challenging
Follows and fulfils role expectations by striving to
work effectively within current systems
Leads out in new directions. Aligns internal
structures and systems to reinforce overarching
values and goals
Supports structures and systems that reinforce the
bottom line, maximise efficiency, and guarantee
short-term profits
Is orientated towards long-term goals without
compromising human values and principles
Is short-term and hard data orientated
Is preoccupied with purposes and values, morals, and
ethics
Is preoccupied with power and position, politics
and perks
Transcends daily affairs Is mired in daily affairs
Separates causes & symptoms and works at
prevention
Confuses causes & symptoms and concerns itself
more with treatment than prevention
‘New’ Leadership Approaches
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34. ‘New’ Leadership Approaches
BUT
• Based on studies of ‘distant’ leaders such as CEOs of
larger commercial organisations or senior military officers
• Based largely on the study of males
• Based on white populations
• Based, in the main, on the views of those occupying
formal leadership positions (Alimo-Metcalf)
• Are the constructs really distinctive? – correlation
• Dimensions, particularly charisma, lack conceptual
clarity, are ill-defined and poorly measured
• Transformational leadership viewed as morally superior:
some of the transactional items are written in a
manner which already implies that the leader is
ineffective (Smith & Peterson 1988)
• High reliance on rating by subordinates (bias)
‘New’ Leadership Approaches
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35. Exchange Theories
Principally concern the relationship between leader and
follower(s)
• Social Exchange Theory of leadership (SET) Hollander
(1958, 1978, 1993)
• Leader Member Exchange (Dansereau, Graen &
Haga, 1975; Graen & Cashman, 1975; Graen & Uhl-
Bien, 1991, 1995)
Good quality relationships (ingroup) between leader and
follower the negotiated role responsibilities are
expanded
Poor quality relationship (outgroup) between leader and
follower - more likely that subordinate will have
formal defined roles
Post Heroic
• New Leadership - A return to style, behaviour
and traits –
• A return to the ‘one best way’ (Bryman,
1992)
• Lacking context (again)
• Leadership is not a simple dyadic relationship
• Assumptions about hierarchical arrangements
• Individual achievement? (The leader of course)
‘New’ Leadership Approaches
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36. Post Heroic themes
A ‘Post Heroic’ Approach to Leadership
• Distributed (dispersed)/ Shared/ Collaborative (note: some
similarities and differences)
• Followership & Follower Centred Perspectives
• Servant Leadership
• Authentic / Ethical/ Values / Responsible Leadership
• Creative Leadership
• Spiritual Leadership
And others...
‘New’ Leadership Approaches
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37. !37
Traditional Hierarchy of Leadership
Pull
Push
Personality
Inspiration
Exchange
Rules
Leading by:
Transactional
Transformational
Charismatic
Bureaucratic
Performance
How to improve your leadership skills
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38. !38
How to improve your leadership skills
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40. 5.1 Leadership
( Traits and Relationship Perspective)
leadership Self-efficacy
Leader-member Exchange Theory
Path Goal Theory
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41. 5.1 Leadership ( Traits and Relationship Perspective)
leadership Self-efficacy
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42. Self-Efficacy and Leadership Effectiveness: Applying Social Cognitive Theory to Leadership
Michael J. McCormick
First Published May 1, 2001
leadership Self-efficacy
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43. Linking transformational leadership to nurses’ extra-role performance: the mediating role of self-efficacy and work engagement
Marisa Salanova, Laura Lorente, Maria J. Chambel & Isabel M. Mart́ınez
leadership Self-efficacy
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44. Self-Efficacy: A Theoretical Analysis of Its Determinants and Malleability
Marilyn E. Gist1 and Terence R. Mitchell1
leadership Self-efficacy
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45. Cultivate Self-efficacy for Personal and Organizational Effectiveness
ALBERT BANDURA
leadership Self-efficacy
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46. Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative
self-efficacy, and job complexity
Chung-Jen Wang a, *, Huei-Ting Tsai a
, Ming-Tien Tsai b
leadership Self-efficacy
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47. TRANSFORMATIONAL LEADERSHIPINWORKGROUPS The Role of Empowerment, Cohesiveness, and Collective-Efficacy on Perceived
Group Performance
DONG I. JUNG San Diego State University
JOHN J. SOSIK Pennsylvania State University
leadership Self-efficacy
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48. EMPOWERING LEADERSHIP IN MANAGEMENT TEAMS: EFFECTS ON KNOWLEDGE SHARING, EFFICACY, AND PERFORMANCE
ABHISHEK SRIVASTAVA
leadership Self-efficacy
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49. General self-efficacy and self-esteem: toward theoretical and empirical distinction between correlated self-evaluations
GILAD CHEN1
*, STANLEY M. GULLY2
AND DOV EDEN3
leadership Self-efficacy
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50. Two decades of self-leadership
theory and research
Past developments, present trends, and future possibilities
Christopher P. Neck
leadership Self-efficacy
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51. Transformational Leadership in Work Groups: The Role of Empowerment, Cohesiveness, and Collective-Efficacy on Perceived Group
Performance
Dong I. Jung and John J. Sosik
Small Group Research 2002; 33; 313 Transformational Leadership
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52. A Model for Servant Leadership, Self-Efficacy and Mentorship
Servant Leadership Research Roundtable – August 2006
Randy Poon Regent University
Servant Leadership
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53. A Model for Servant Leadership, Self-Efficacy and Mentorship
Servant Leadership Research Roundtable – August 2006
Randy Poon Regent University
Servant Leadership
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55. 5.1 Leadership ( Traits and Relationship Perspective)
Leader-member Exchange
Theory
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56. LMX Model
➢ How groups are assigned is unclear
– Follower characteristics determine group membership
➢ Leaders control by keeping favorites close
➢ Research has been generally supportive
Leader-member Exchange Theory
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57. !57
Liden, Sparrowe & Wayne (1997)
Variables in LMX research
Antecedents
Member Characteristics:
Ability
Age
Education
Gender
Performance
Personality
affectivity
GNS
introversion/extroversion
locus of control
Race
Upward influence
assertiveness
ingratiation
Leader Characteristics
Ability
Affectivity
Interactional variables
Demographic similarity
Expectations
Liking
Personality similarity
Contextual variables:
Leader work load
Leader time based stress
LMX
Consequences
Attitudes & Perceptions:
Climate
Job problems
Leader supply of resources
Organizational commitment
Satisfaction
co-workers
pay
promotion
supervision
overall
Turnover intentions
Upward influence
Behaviors:
Communications
Innovation
Organizational citizenship
Performance
Turnover
Work activities (task variety, etc)
Outcomes by organization:
Bonuses
Career progression
Promotions
Salary increases
Some moderating effects
have been shown but not
included in Liden model.
Leader-member Exchange Theory
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58. S Subordinate
In-GroupOut-Group
Leader
S
S
S
S S
S
S
S S
S
S
S
❖In-Group
– more information, influence,
confidence & concern from
Leader
– more dependable, highly
involved & communicative than
out-group
❖ Out-Group
– less compatible with Leader
– usually just come to work, do
their job & go home
In-Group & Out-Group Subordinates
Leader-member Exchange Theory
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59. Phases in Leadership Making
Graen & Uhl-Bien (1995)
Scripted
One Way
Low Quality
Self
Leader-member Exchange Theory
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60. !60
Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) theory of Leadership over 25 Years:
Applying a Multi-Level Multi-Domain Perspective
George B. Graen
University of Cincinnati
Mary Uhl-Bien
University of Nebraska-Lincoln, mbien2@unl.edu
Leader-member Exchange Theory
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61. Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) theory of Leadership over 25 Years:
Applying a Multi-Level Multi-Domain Perspective
Leader-member Exchange Theory
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62. Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) theory of Leadership over 25 Years:
Applying a Multi-Level Multi-Domain Perspective
Leader-member Exchange Theory
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69. 5.1 Leadership
( Traits and Relationship Perspective)
Path Goal Theory
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70. Path-Goal Model
➢ Two classes of contingency variables:
– Environmental are outside of employee control
– Subordinate factors are internal to employee
➢ Mixed support in the research findings
Path Goal Theory
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72. !72
Path Goal Theory
The theory implies that the
motivation of the followers is
based on the expectancy
theory (Vroom, 1964). The
expectancy theory implies
that workers will be motivated
if they are capable of doing
the work, believe that their
work will achieve certain
outcomes, and if the work is
worthwhile their time. In
addition, the expectancy
theory leader must find out
what rewards the followers
want and then make the
rewards tangible
Path-goal leadership is not an approach to leadership, but a theory of leadership that can be applied in
multiple settings to improve one’s leadership. This type of leadership relates to how leaders motivate
others to accomplish goals. Northhouse (2016) stated that the goal of path-goal leadership was to
improve follower’s performance and satisfaction by focusing on follower motivation.
Leader should choose a
leadership style based on
what motivates followers
to an intended goal or
outcome
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77. 5.2 Transformational and transactional perspectives
Transformational Theory of Leadership
Ethics-Based Leadership
Servant Leadership
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78. 5.2 Transformational and transactional perspectives
Transformational Theory of Leadership
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85. Transformational leadership
Yammarino, F. J., & Dubinsky, A. J. (1994). Transformational leadership theory: Using levels of analysis to
determine boundary conditions. Personnel psychology, 47(4), 787-811.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their
relative validity. Journal of applied psychology, 89(5), 755.
Bass, B. M. (1997). Does the transactional–transformational leadership paradigm transcend organizational and
national boundaries?. American psychologist, 52(2), 130.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower
development and performance: A field experiment. Academy of management journal, 45(4), 735-744.
Bryant, S. E. (2003). The role of transformational and transactional leadership in creating, sharing and exploiting
organizational knowledge. Journal of Leadership & Organizational Studies, 9(4), 32-44.
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and
dependency. Journal of applied psychology, 88(2), 246.
Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of
applied psychology, 85(5), 751.
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis.
Journal of applied psychology, 89(5), 901.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The
leadership quarterly, 10(2), 181-217. 85
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96. Bernard M. Bass
Center for Leadership
Studies, State University of
New York,
Binghamton, USA
Transformational Theory of Leadership
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97. Charismatic Model of Leadership
Leader
behavior
Effects on follower
self-concepts
Motivational
mechanisms
Personal
outcomes
• Leader establishes a
vision
• Leader establishes
high performance
expectations and
displays confidence in
him/herself and the
collective ability to
realize the vision
•Leader models the
desired values, traits,
beliefs, and behaviors
needed to realize the
vision
• Follower motivation,
achievement orientation
and goal pursuit
•Follower identification
with both the leader and
the collective interests of
organizational members
• Follower self-esteem
and self-efficacy
• Increased intrinsic
value of effort and
goals
• Increased effort -
performance
expectations
• Increased intrinsic
value of goal
accomplishment
• Personal
commitment to leader
and vision
• Self-sacrificial
behavior
• Organizational
commitment
•Task meaningfulness
and satisfaction
•Increased
performance
Charismatic Leadership
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98. 5.2 Transformational and transactional perspectives
Ethics-Based Leadership
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101. Authentic Leadership Description
❖Authentic Leadership – focuses on whether leadership is genuine
❖Interest in Authentic Leadership
• Increasing in recent times due to social upheavals
• People longing for trustworthy leaders
• Identified earlier in transformational leadership research but
not studied separately
• Needed evidence-based research of construct
Perspective
Authentic leadership
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102. Authentic Leadership: A Self, Leader, and Spiritual Identity Perspective
Karin Klenke
Leadership Development Institute (LDI) International
Karin Klenke, PhD is the Chief Leadership Development Officer at the
Leadership Development Institute (LDI) International, an international
consulting firm specializing in the design and delivery of customized and
public leadership development and education programs. As a leadership
consultant, she develops, designs and implements leadership development
programs for senior executives in private and public sector organizations to
include leadership succession planning, scenario planning, women in
leadership and leadership genealogy and legacy in addition to public and
customized leadership workshops and seminars. Dr. Klenke was past
president of the Association/International Association of Management and has
held numerous academic appointments at the universities of Colorado,
Richmond, Maryland and The George Washington and Northcentral University.
She has served as Founding Editor and Editor-in-Chief of management and
leadership journals and currently serves on numerous editorial boards. Her
publications include books, monographs and journal articles in leadership,
management, psychology, women’s studies and methodological journals.
Dr. Klenke’s areas of expertise include strategic planning, organizational
development, executive and life coaching, team-building, change
management, contract negotiations, proposal writing, and quantitative and
qualitative data analyses; extensive editorial and conference management
experience.
Authentic Leadership
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104. !104
Authentic Leadership
The
Authentic
Leader
Purpose
ValuesHeart
RelationshipsSelf-discipline
Leadership for what purpose?
A leader’s moral compass, shaped by
personal beliefs, consultation,
introspection and experience
Establish a genuine
emotional connection
that ignites the souls of
their followers
Build trust and commitment through
openness and depth of close and
enduring relationships
DWYSYWD – follow
through consistently
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105. Concrete Experiments
How do I develop as a leader?
• Develop honest self-awareness (foundation stone)
• Create a self-regulatory learning loop
!105
Reflection
Feedback
Assimilation
Authentic Leadership
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107. !107
LTC Oliver North
Takes The Oath
To Tell The Truth
Iran Contra
Hearings
1987
LTC Oliver North and His Lawyer
Iran Contra Hearings 1987
Authentic Leadership
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109. 5.2 Transformational and transactional perspectives
Servant Leadership
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110. A Servant Leader…
1. Listens intently and receptively
2. Exercises empathy
3. Nurtures healing and wholeness
4. Unflinchingly and consistently applies ethics and
values
5. Builds cooperation within the team through persuasion
6. "Dreams big dreams" - Conceptualization
7. Exercises foresight
8. Understands service and stewardship as the first and
foremost priority
9. Nurtures the growth of employees
10. Builds community within the organization
Servant Leadership
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118. Petros G. Malakyan
Department of Leadership Studies, Indiana Wesleyan University, Marion, Indiana
(Ph.D., Fuller Theological Seminary, USA).
Professor of Organizational Leadership in the
School of Service and Leadership at Indiana
Wesleyan University in Marion, Indiana, USA
(2010-2016).
Since 2016 he serves as Department Head of
Organizational Leadership at Robert Morris
University, Pennsylvania, USA.
Depersonalizing Leadership and Followership
118 5.0 leadership 2019 neo2 copy - 18 September BE 2562
122. !122
Why Shared Leadership?
Collaborative Decisions May Mean Better Results
To Reflect Changing Organizational Structures
It’s a Future-oriented Leadership Approach
Increasingly Complex Demands on the Leader
Shared Leadership
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134. !134
“ Teams that are well designed are much better able to take advantage of good coaching. But, well designed teams are also very
robust, bad coaching does not really impair the effectiveness of well-designed teams. So, getting all the other conditions in place
first puts you in position as a team coach to make a very positive difference to the effectiveness of the team and it also protects the
team from any kind of real time intervention in their process that might not actually be helpful to them. „
Ruth Wageman
Senior leadership teams
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135. Historical Perspective of Team Leadership – 1920s-1980s
20-30s 40s 50s 60-70s 80s
• Human
Relations
movement
• Collaborative
efforts at
work
• Group
dynamics
• Social
science
theory
• T group
• Leader’s
role in
T group
• Organizational
development
• Team
leader
effectiveness
• Quality
teams
• Benchmarking
• Continuous
improvement
Team leadership
135 5.0 leadership 2019 neo2 copy - 18 September BE 2562
136. Historical Perspective of Team Leadership – 1990s
90s
• Group
dynamics
• Social
science
theory
• Team-based,
technology
enabled
• Global
perspective
• Flatter
organizational
structure
• Strategies for
competitive
advantage
Parker
1990
❖ Effectiveness research
The use of teams has led to:
– Greater productivity
– More effective use of
resources
– Better decisions & problem
solving
– Better-quality products &
services
– Increased innovation &
creativity
Team leadership
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145. Overview ChanoMa (means “Living Room”) is a
Service for a dual-income households
with little children to tighten family
bonds.
Project Overview
• Role: Product Design
Lead
• Year: 2018
• Duration: 1 year
• Category: Professional
Project
• Client: Chubu Electric
Power(C-EP), which
supplies electricity to 10
Design Approach
• Design Thinking
(Concept) + Lean Startup
(Business Design) + Agile
Development (Build)
• Contributed the project
from end to end
• Managed 10 person team
(Designers + Engineers +
Strategists)
WORKS TALKS/LECTURES ABOUT ME CV
Team leadership
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146. !146
A model of leader performance functions contributing to team effectiveness. Influence of leader performance functions on team cognitive processes.
Influence of leader performance functions on team motivational processes.
Influence of leader performance functions on team coordination.
Team leadership
Influence of leader performance functions on team affective processes.
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149. 149
Beck Weathers
Born: December 16, 1946
Birthplace: Texas
Adventure Consultants: Client
Rob Hall
Born: January 14, 1961
Birthplace: New Zealand
Death: May 11, 1996, South Summit, Everest
(exposure)
Adventure Consultants: Lead Guide
Scott Fischer
Born: December 24, 1955
Birthplace:Michigan, United States, USA
Death: May 11, 1996, Southeast Ridge,
Mt. Everest, 8300 m (exposure)
Mountain Madness:Lead Guide
Team leadership
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150. 150
Case:
Mount Everest – 1996.
Michael Roberto & Gina M. Carioggia, Harvard Business School, 6 Jan 2003, N°9-303-061.
Preparation questions:
1. Why did this tragedy occur? What is the root cause of this disaster?
2. Are tragedies such as this inevitable in a place like Everest?
3. What is your evaluation of Scott Fischer and Rob Hall as leaders? Did they make some poor
decisions? If so, why?
4. What are the lessons from this case for general managers in business enterprises?
Reading:
Knowing when to Pull the Plug.
Barry M. Staw & Jerry Ross, Harvard Business Review, March-April 1987, N°87212
Team leadership
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