This document summarizes a research paper on current theories, research, and future directions in leadership. It discusses several prominent leadership theories including authentic leadership, cognitive leadership, complexity leadership theory, new-genre leadership, shared leadership, leader-member exchange theory, e-leadership, leadership and followership, spirituality and leadership, and cross-cultural leadership. For each theory, it provides an overview and discusses important future research directions. The document also outlines the methodologies used in leadership research such as library research, interviews, and participant observation.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
SWOT Analysis is a simple but useful framework for analyzing your organization's strengths and weaknesses, and the opportunities and threats that you face. It helps you focus on your strengths, minimize threats, and take the greatest possible advantage of opportunities available to you.
https://www.apnamba.com/
Impact of Leadership Styles on Employee Performance Case Study of a Non Profi...ijtsrd
Purpose The purpose of this study is to investigate the impact of leadership styles on employee performance in a non profit organization in Cambodia. Design Methodology approach In this study, the quantitative research design was employed, in which 169 valid structured questionnaires were obtained after distribution, using convenience sampling. For data analysis, descriptive and inferential statistics were used. Pearson’s correlation and regression analysis were utilised to present the inferential statistics of the data obtained to explain both relationships and effects in line with the hypotheses of this researchFindings The findings from the data obtained suggested how different leadership styles affected employee performance in the organization. It was found that all leadership styles have a significant positive relationship with employee performance except for the authoritative leadership style which has an insignificant negative relationship with employee performance. The findings clearly prove that the recommended leadership styles to manage employees effectively at the workplace are democratic and laissez faire styles compared to other leadership styles discussed in this research.Originality Value The value of the study is its illustration of how to use effective leadership styles to influence employee performance, and increase the level of employee satisfaction. Leangseng HOY | Bordin Phayaphrom | Shanti Gopal Nair "Impact of Leadership Styles on Employee Performance Case Study of a Non-Profit Organization (NGO) in Cambodia" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-7 , December 2022, URL: https://www.ijtsrd.com/papers/ijtsrd52575.pdf Paper URL: https://www.ijtsrd.com/management/other/52575/impact-of-leadership-styles-on-employee-performance-case-study-of-a-nonprofit-organization-ngo-in-cambodia/leangseng-hoy
This is a scaled back less conservative version of my motivation and leadership PowerPoint presentation. The focus was taken off of data mining / statistics and geared towards positive influence. The presentation was far less formal compared to what I would have manufactured for a business presentation. Many of he slides are also condensed rather than detailed and drawn out to fit the allotted presentation time.
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.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
SWOT Analysis is a simple but useful framework for analyzing your organization's strengths and weaknesses, and the opportunities and threats that you face. It helps you focus on your strengths, minimize threats, and take the greatest possible advantage of opportunities available to you.
https://www.apnamba.com/
Impact of Leadership Styles on Employee Performance Case Study of a Non Profi...ijtsrd
Purpose The purpose of this study is to investigate the impact of leadership styles on employee performance in a non profit organization in Cambodia. Design Methodology approach In this study, the quantitative research design was employed, in which 169 valid structured questionnaires were obtained after distribution, using convenience sampling. For data analysis, descriptive and inferential statistics were used. Pearson’s correlation and regression analysis were utilised to present the inferential statistics of the data obtained to explain both relationships and effects in line with the hypotheses of this researchFindings The findings from the data obtained suggested how different leadership styles affected employee performance in the organization. It was found that all leadership styles have a significant positive relationship with employee performance except for the authoritative leadership style which has an insignificant negative relationship with employee performance. The findings clearly prove that the recommended leadership styles to manage employees effectively at the workplace are democratic and laissez faire styles compared to other leadership styles discussed in this research.Originality Value The value of the study is its illustration of how to use effective leadership styles to influence employee performance, and increase the level of employee satisfaction. Leangseng HOY | Bordin Phayaphrom | Shanti Gopal Nair "Impact of Leadership Styles on Employee Performance Case Study of a Non-Profit Organization (NGO) in Cambodia" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-7 , December 2022, URL: https://www.ijtsrd.com/papers/ijtsrd52575.pdf Paper URL: https://www.ijtsrd.com/management/other/52575/impact-of-leadership-styles-on-employee-performance-case-study-of-a-nonprofit-organization-ngo-in-cambodia/leangseng-hoy
This is a scaled back less conservative version of my motivation and leadership PowerPoint presentation. The focus was taken off of data mining / statistics and geared towards positive influence. The presentation was far less formal compared to what I would have manufactured for a business presentation. Many of he slides are also condensed rather than detailed and drawn out to fit the allotted presentation time.
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.
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Term paper on grameen phone telecom...Download: http://studyassignment.blogsp...Pujan Kumar Saha
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3In the previous chapter, we reviewed how theorists’ view .docxtamicawaysmith
3
In the previous chapter, we reviewed how theorists’ view of lead-ership has changed, from the belief that leaders are simply born
to the idea that the best way to learn about leadership is to study
the behaviors or practices of people who are viewed as leaders. The-
orizing has evolved even further into an understanding of leader-
ship as a complex process. Indeed, leadership is a transforming
process that raises all participants to levels at which they can
become effective leaders.
Leadership may best be understood as philosophy. At its core,
understanding philosophy means understanding values. “Affect,
motives, attitudes, beliefs, values, ethics, morals, will, commitment,
preferences, norms, expectations, responsibilities—such are the con-
cerns of leadership philosophy proper. Their study is paramount
because the very nature of leadership is that of practical philosophy,
philosophy-in-action” (Hodgkinson, 1983, p. 202). When we exam-
ine historical leaders, we often are analyzing the values and ethics
that characterized their leadership. It is critical that we each
develop our own personal philosophy—one we hope will include
the elements of the model presented in this chapter.
Chapter Overview
This chapter presents a relational model of leadership to consider
in building your own personal philosophy. Each of the elements of
The Relational Leadership Model
73
c03.qxd 10/30/06 10:07 AM Page 73
74 EXPLORING LEADERSHIP
the model is presented in detail to give you more information about
each component.
Relational Leadership
Leadership has to do with relationships, the role of which cannot
be overstated. Leadership is inherently a relational, communal
process. “Leadership is always dependent on the context, but the
context is established by the relationships we value” (Wheatley,
1992, p. 144). Although a person could exert leadership of ideas
through persuasive writings or making speeches, most leadership
happens in an interactive context between individuals and among
group members. We emphasize once again: we view leadership as a
relational and ethical process of people together attempting to accomplish
positive change.
Chapter Two presented an overview of how leadership theories
and models have changed over time. These changing frameworks
are reflected in the descriptive terms that have been affixed to the
word leadership. Examples of these leadership theories and concepts
include situational, transforming, servant-leadership, authentic lead-
ership, and principle-centered leadership. We have used the term
relational leadership as a reminder that relationships are the focal
point of the leadership process.
Relational leadership involves a focus on five primary compo-
nents. This approach to leadership is purposeful and builds com-
mitment toward positive purposes that are inclusive of people and
diverse points of view, empowers those involved, is ethical, and rec-
ognizes that all four of these elements are accomplished by ...
Essay about Leadership Theories
Outline Of Leadership Theories
Leadership Theory Paper
Leadership Theories Essay
Essay on Different Leadership Theories
Leadership Theories Essay
Leadership Theories
Leadership Theories
Leadership Theories Essay
Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
Definitions for Project Selection Criteria Categories:
Relevance: the extent to which the project supports the class objectives, the Information Systems Management program and your own professional goals.
Risk: the level of potential events or uncertainty that could have a negative effect on your project.
Reasonableness: an assessment of the ability to successfully complete the project as related to the triple constraint and related issues (availability of expertise, availability of required equipment and facilities, proposed level of scope for a two-month period, etc.).
Return: the overall benefit of completing the project (financial gain, value of experience, networking opportunities, providing professional and/or community service, etc.).
Other: any other areas of project considerations not mentioned above.
Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
· Explain the theory of leadership and discuss behavioural leadership theory.
· Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
· Discuss path-goal theory.
· Describe how charismatic leadership transforms followers and work groups.
· Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
· Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the ‘philosopher-king’ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the ‘corporate constitution’, and provides intellectual stimulation for followers through the values such as ‘seize opportunities’, ‘teamwork and trust’, and ‘fear of the status quo’. He inspires followers to rise to new levels of performance by communicating his expectations for leadership ‘with character, competence, and humility’ to achieve ‘nothing less than the best effort’. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. – definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
Leadership (Organizational Behaviour and Human Resource Managemeent)
1. What is Leadership?
2. Characteristics of leadership
3. Leadership theories
4. Styles of Leadership
This video is very helpful in understanding the leadership styles in a better way:
https://youtu.be/XKUPDUDOBVo
1. A RESEARCH PAPER
ON LEADERSHIP:
Current Theories, Research and Future Directions
-Avolio, Walumbwa, & Weber
2. Content Layout
Central idea
Research questions
Capsulation of research in the form of answers
Methodologies adopted
Conclusion
3. Central Idea
Theoretical and empirical developments in the leadership literature.
Examining authentic leadership and its development.
Examining new-genre leadership theories, complexity leadership, shared
leadership.
Examining work that has been done on leadership and followership, spirituality
and leadership, cross cultural leadership and e-leadership.
4. Research questions
Q1. What is the current state of leadership theories, models
and methods.
Q2. What are the consequences of the evolutionary path for
the models, methods examined.
5. AUTHENTIC LEADERSHIP
A pattern of transparent and ethical leader behavior
that encourages openness in sharing information
needed to make decisions while accepting followers’
inputs.
6. Authentic leadership: Overview and future focus required
According to fredrickson,
“those individuals who have
more positive psychological
resources are expected to grow
more effectively or to broaden
themselves and build out
additional personal resources
to perform.”
“A process that draws from both
positive psychological capacities
and a highly developed
organizational context, which
results in both greater self-
awareness and self-regulated
positive behaviors on the part of
leaders and associates, fostering
positive self-development.”
Four factors that cover
the components of
authentic leadership:
balanced processing,
internalized moral
perspective, relational
transparency, and
self-awareness.
There is a need to examine how authentic leadership is viewed across situations and cultures and
whether it is a universally prescribed positive root construct-meaning it represents the base of
good leadership regardless of form, e.g., participative, directive, or inspiring.
7. Authentic leadership development
Whether
leaders
are born
or made
Studying
identical and
fraternal twins
30% heritability
70%
environmental
factors
“Life context” one grows
up in and later works in is
much more important
than heritability in
predicting leadership
emergence across one’s
career.
FUTURE FOCUS REQUIRED: A great deal of energy and interest is emerging in the leadership
development literature that suggests there will be a lot more activity in trying to discover
what impacts genuine leadership development at multiple levels of analysis, from cognitive
through to organizational climates.
8. COGNITIVE LEADERSHIP
A broad range of approaches to leadership
emphasizing how leaders and followers think and
process information.
9. Cognitive leadership: Overview and future focus required
Lord & Hall developed a
model of leadership
development that
emphasized the leader’s
cognitive attributes or
abilities.
A second model was
developed by Mumford
and examined the way
shared thinking
contributed to leader
creativity
Values and self-
concept are viewed
as mediating the
linkage between the
leader’s actions and
the behavior of the
follower.
Self concept
consist of three
types of
components:
self-views,
current goals,
and possible
selves.
If a leader has low self-concept clarity, to what extent can we expect that same leader to be
self-aware? What are the implications for enhancing a leader’s self-concept clarity or
working self concept about what constitutes the roles of effective leadership in developing
that leader’s self awareness and performance?
10. COMPLEXITY LEADERSHIP THEORY
Set of concepts that attempts to explain complex
phenomenon not explainable by traditional theories.
11. CLT: Overview and future focus required
Models of leadership
that were designed
for the past century
may not fully capture
the leadership
dynamic of
organizations
operating in today’s
knowledge driven
economy.
In traditional leadership
theory, the unit of
analysis is oftentimes
the leader, the leader
and follower, the leader
and group, and so forth.
The fundamental unit of
analysis CLT is referred
to as a complex
adaptive system, or
CAS.
CLT identifies three
leadership roles to
explore: adaptive
(engaging others in
brainstorming to
overcome a challenge),
administrative (formal
planning) and enabling
(minimizing constraints of
organization to enhance
follower potential).
Leadership is not merely the influential act of an individual or individuals but rather is embedded
in a complex interplay of numerous interacting forces.
12. NEW-GENRE LEADERSHIP
Leadership emphasizing charismatic leader behavior,
visionary, inspiring, ideological, and moral values, as
well as transformational leadership such as
individualized attention, and intellectual stimulation.
13. New-Genre leadership: Overview
The new leadership models
emphasized symbolic leader behavior,
visionary, inspirational messages,
emotional feelings, ideological and
moral values, individualized attention
and intellectual stimulation.
Emerging from the early works, charismatic
and transformational leadership theories
have turned out to be the most frequently
researched theories.
The theory of charismatic/ transformational
leadership suggests that such leadership raise
followers’ aspirations and activate their higher-order
values (e.g., altruism) such that followers identify with
the leader and his or her mission/vision, feel better
about their work, and then work to perform beyond
simple transactions and base expectation
14. New-Genre leadership: Future focus required
What
determines or
predicts
charismatic or
transformational
leadership.
Limited research
has examined
leaders’
biographies or
the role of
followers as
predictor
variables.
Further research
is needed that
explores the
process and
boundary
conditions for
charismatic and
transformational
leadership with
beneficial work
behaviors.
How to link
charismatic/
transformation
al leadership
to the
emerging
literature on
emotions and
leadership.
More research
is needed on
charismatic
and
transformatio
nal leadership
at the
organizational
or strategic
level.
Researchers
should
incorporate a no.
of alternative
research designs,
including but not
experimental,
longitudinal,
qualitative as well
as the use of
multiple sources
& mixed methods
studies.
16. Shared leadership: Overview
A dynamic, interactive
influence process
among individuals in
groups for which the
objective is to lead one
another to the
achievement of group
or organizational goals
or both.
Highly shared leadership is
broadly distributed within
a group or a team of
individuals rather than
localized in any one
individual who serves in
the role of supervisor.
Shared leadership can be
viewed as a property of the
whole system, as opposed to
solely the property of
individuals, effectiveness in
leadership becomes more a
product of those connections or
relationships among the parts
than the result of any one part
of that system.
17. Shared leadership: Future focus required
Shared leadership
involves the lack
of agreement on
its definition.
Research is needed to
examine potential
moderators such as the
distribution of cultural
values, task
interdependence, task
competence, task
complexity and the team
life cycle.
Team environment that
enables shared leadership
should consists of three
“highly inter-related and
mutually reinforcing”
dimensions: shared
purpose, social support,
and voice.
Future research also
needs to examine how
external team leaders
affect the team’s
ability and motivation
to be self-directed and
share in leadership.
18. LMX THEORY
This theory argues that, leaders establish a special
relationship with a small group of their followers.
19. LMX theory: Overview
LMX theory has focused
on the relationship
between the leader and
follower.
The authors reported that a
higher quality LMX relationship
not only predicted higher
levels of performance, but also
organizational citizenship
behaviors.
Extension to LMX
Examine how leader-follower dyads
transform from individual interest to
shared interest based on the
development of trust, respect, and
obligations to each other.
A report said that followers in
opposite-sex dyads perceived
a better LMX quality in
comparison with those from
same-sex dyads.
20. LMX theory: Future Focus required
The majority of research is,
quite explicitly, located at
the dyadic level, with very
little theorizing or empirical
work examining LMX work at
the group level.
LMX theory and research
tend to assume that
people simply evaluate
their own LMX
relationship in an
absolute sense.
What are the implications
of national culture for the
formation and
development of an LMX
quality relationship, and
in turn how would that
link to key organizational
outcomes?
21. E- LEADERSHIP
Leadership where individuals or groups are
geographically dispersed and interactions are
mediated by technology.
22. E-leadership: Overview
In virtual teams, “challenges are more likely to occur when distributed work occurs in
different time zones, when local communication and human infrastructures fail, when
team members’ hardware and software platforms are different, or when local work
demands require the immediate attention of collocated managers and workers,
thereby creating pressure to pursue local priorities over the objective of distant
collaborators”
23. Common questions with E-leadership
How does the nature and structure of technology impact?
How leadership style influences follower motivation and performance?
What effect will leadership mediated through technology have on trust
formation?
Will the nature of the technology such as its richness or transparency be a
factor in building trust in virtual teams?
How will the leadership and location of teams and technology connecting
members affect the quality and quantity of their communication?
How will the nature of the task and its complexity influence?
How leadership affects virtual team performance?
25. Leadership and followership: Overview
Researchers treat followers as outcomes of leadership process rather than inputs.
Followers construct their understanding of the leader by their personality and behavior.
Attributions of failure to the leader may have had more significant negative repercussions,
with the failing team consistently voting to replace their leaders when the situation was
more of the cause for the team’s failure.
How follower traits and characteristics might influence leader and follower relationships.
Followers, who have a personalized relationship with a charismatic leader, may be more
likely to show blind loyalty, obedience, and deference.
26. Leadership and followership: future focus required
Shamir (2007) suggested that leadership effectiveness is just as much a product of good
followers as it is of good leaders.
Recommendations for future work
How followers’ needs, identities, and implicit theories affect leader selection
How followers’ expectations, values, and attitudes determine leader behavior
How followers’ expectations affect the leader’s motivation and performance
28. OVERVIEW
Comprising the values, attitudes, and behaviors that are necessary to intrinsically motivate
one’s self and others so that they have a sense of spiritual survival through calling and
membership.
The ultimate effect of spiritual leadership is to bring together or create a sense of fusion
among the four fundamental forces of human existence (body, mind, heart, and spirit) so
that people are motivated for high performance, have increased organizational
commitment, and personally experience joy, peace, and serenity.
Challenge in this area of leadership research is simply defining what spirituality means
without necessarily tying it to one particular religion or philosophical base.
30. OVERVIEW
The examination of leadership in multicultural context.
Encourage leaders to work from and across an increasingly diverse set of
locations.
How global leadership is conceptualized and defined.
International experience: leaders must spend time living in different cultures
in order to prepared to lead.
Competencies: a leader need to have in order to lead effectively and
successfully across cultures.
32. The field of leadership is evolving to a
more holistic view of leadership.
The follower is becoming an integral
part of the leadership dynamic system.
E-leadership is becoming a common-
place dynamic in work organizations.
More and more leadership is being
distributed and shared in organization.
Leadership is being viewed as a
complex and emergent dynamic in
organizations.