After you have read about Unilever Brazil in Chapter 12 of the Blu.docx
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After you have read about Unilever Brazil in Chapter 12 of the Bluen book, please respond according to the following: Create a visual that shows five of the most important HRM-related globalization challenges specific to Unilever and rank them in importance to their business success. Your visual can be a chart, flyer, or drawing, as long as it is in a format that is accepted in TLC. The use of color is encouraged for this assignment. Then discuss in detail the top (#1) and bottom (#5) HRM globalization challenges and explain why you ranked them as you did. Finally, look up the company/industry in each of the following: · IBISWorld (under library search box on TLC page, click “Additional Library Resources,” then click IBISWorld and search by company or industry). · Company’s website · Locate two high-quality articles related to HRM-related globalization challenges at Unilever (peer-reviewed high-quality references are found in the online library). Review what you have learned from your research above, especially as it updates the case information in Bluen’s book. Also bring in the other Bluen module readings as needed. Provide an introduction and a conclusion, cite sources, and include a cover and References page. Submit your visual to the assignment dropbox as part of your 3- to 4-page paper (not counting the cover and References section) on or before the module due date. When asking for 3-4 pages, we want 4 but are willing to accept at least 3 full pages. LDR 6410 Leadership and Organization in Sport Master of Sports Leadership Program Chapter 12 Leading to Victory Week Eight Leadership Research As Kent and Chelladurai note, “While leadership has been an immensely popular area of study in industrial and organizational psychology, research on the topic of sport management has been largely focused on coaches rather than administrators.” Coaching Requires Leadership Management professor Dr. Judith Neal (University of New Haven) commented that what we once called coaching is now more appropriately called leadership. Managing Versus Leading Leaders influence people to work to achieve the organization’s objectives. We frequently use manager and leader interchangeably. We shouldn’t, because they are not necessarily the same. Leading is one of the four management functions (along with planning, organizing, and controlling). Leadership Styles • Leadership style is the combination of traits, skills, and behaviors managers use to interact with employees. • In the 1930s, before behavior theory became popular, researchers at the University of Iowa studied leadership styles of managers and identified three basic styles. Three Leadership Styles • Autocratic. The manager makes the decisions, tells employees what to do, and closely supervises them—theory X behavior. • Democratic. The manager encourages employee participation in decisions, works with them to determine what to do, and ...
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LDR 6410 Leadership and Organization in Sport Master of.docx
LDR 6410 Leadership and Organization in Sport
Master of Sports Leadership Program
Chapter 12
Leading to Victory
Week Eight
Leadership Research
As Kent and Chelladurai note, “While leadership has been an immensely
popular area of study in industrial and organizational psychology, research
on the topic of sport management has been largely focused on coaches
rather than administrators.”
Coaching Requires Leadership
Management professor Dr. Judith Neal (University of New Haven) commented
that what we once called coaching is now more appropriately called
leadership.
Managing Versus Leading
Leaders influence people to work to achieve the organization’s objectives. We
frequently use manager and leader interchangeably. We shouldn’t, because
they are not necessarily the same. Leading is one of the four management
functions (along with planning, organizing, and controlling).
Leadership Styles
• Leadership style is the combination of traits, skills, and behaviors
managers use to interact with employees.
• In the 1930s, before behavior theory became popular, researchers at the
University of Iowa studied leadership styles of managers and identified
three basic styles.
Three Leadership Styles
• Autocratic. The manager makes the decisions, tells employees what to do,
and closely supervises them—theory X behavior.
• Democratic. The manager encourages employee participation in
decisions, works with them to determine what to do, and doesn’t supervise
them closely—theory Y behavior.
• Laissez-faire. The manager lets employees go about their business
without much input. Employees decide what to do and take action, and the
manager doesn’t follow up.
Leadership Grid
The leadership grid uses the same dimensions as the two-dimensional model;
in the grid, these dimensions are called concern for production (the x axis)
and concern for people (the y axis). The leadership grid identifies the
ideal leadership style as having a high concern for both production and
people.
Figure 12.2
Leadership Grid Styles
(1,1) Impoverished leaders show low concern for both production and people.
They do the minimum required to remain employed.
(9,1) Authority-compliance leaders show a high concern for production and a
low concern for people. They focus on getting the job done by treating people
like machines.
(1,9) Country club leaders show a low concern for production and a high
concern for people. They strive to maintain a friendly atmosphere without
much regard for production.
(5,5) Middle-of-the-road leaders balance their concerns for production and
people. They strive for performance and morale levels that are minimally
satisfactory.
(9,9) Team leaders show a high concern for both production and people. They
strive for maximum performance and maximum employee satisfaction.
Creating a 9,9 Situation
Tony Dungy of the Indianapolis Colts has come close to creating a.
The leadership behaviours
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ReligionAssignment #2 The Purpose of ReligionClifford Geertz t.docx
Religion:Assignment #2: The Purpose of Religion
Clifford Geertz taught that religion is an overriding system of symbols that serves two purposes. It gives us a worldview - what is the world all about? In addition, it gives us an ethos - what ought we to do?
Think about religion as practiced in America today.
Answer the following questions. Using APA style and other reference.
1. Does it give a worldview?
2. Does it give an ethos? For example, think about Christianity, practiced by the majority of Americans.
3. Do they receive a worldview they can accept from Christianity?
4. Do they get guidance on how to act?
Your answer should be between 150 and 300 words.
Module 1 - Leadership Primer
What's the benefit of studying this topic?
Leadership is often taken for granted or assumed–and professional careers can be side-tracked as a result. Becoming
clearer about leadership roles assists you in focusing your strategy for career advancement. Additional insight about
leader-manager actions will support direct, successful interactions with peers, direct reports, and superiors.
Module 1
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Introduction to this Module and our course work:
What makes a leader a leader? What are the characteristics or skills that make a group of people trust and follow an
individual? Those questions and similar ones have been the subject of considerable research for years, especially in the
last century. There are about as many answers and proposals as the number of studies themselves. Economist John
Kenneth Galbraith, who served in the administrations of four presidents (Roosevelt through Johnson) observed, “All of the
great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of
their people in their time. This, and not much else, is the essence of leadership.”
For the purpose of this course, Northouse (2013) offers a definition that merits consideration. “Leadership is a process
whereby an individual influences a group of individuals to achieve a common goal” (p. 5)
Management and leadership are frequently confused. Can you have one without another? Are all good leaders, good
managers and vice versa? How do managers impact leaders and how do leaders relate to managers in organizations? In
the late 19
th
century Henri Fayol proposed that there are five functions of management. As illustrated in the chart below,
those in blue are predominately management areas; those in red are predominately leadership areas.
Five Functions of Management
Planning Organizing Staffing Directing Control
Vision
Mission
Strategy:
● What business are we in?
● What business should we
be in?
● How?
Goals:
Income
-Costs
= Profit
Timetables
Market share
Growth
Investment
Diversification
etc.
Need Metrics
The organization
supports the strategy.
What form?
• By function
...
Chapter 1-ob-ppt-4-july-section-g
Scientific management, as developed by Frederick Taylor, focused on analyzing workflows to determine the most efficient way to perform tasks. It emphasized specialization of labor, standardized work processes, incentives for meeting productivity targets, and close monitoring and measurement of worker performance. The goal was to maximize productivity. However, it treated workers as extensions of the machines they operated and did not consider their well-being, potentially dehumanizing labor.
Practical approach in
The sales manager blamed the sales staff for low sales figures and threatened to replace underperforming staff. A newly recruited former Sri Lankan cricketer supported the manager's argument that underperforming players on a cricket team would be replaced. However, the cricketer added that if the entire team fails continuously, the captain and coach would also be replaced, implying that the manager was ultimately responsible for leading the team's poor performance. The document then discusses various models and theories of leadership.
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This document summarizes different leadership styles and theories discussed in Chapter 13 of the textbook. It describes research showing leadership has primarily focused on coaches rather than administrators. Coaching now emphasizes leadership over management. Several leadership styles are presented, including autocratic, democratic, laissez-faire, and the leadership grid. Current research examines charismatic, transformational, transactional, and symbolic leaders. The Vroom-Yetton model identifies five decision-making styles. Coaching styles can vary from autocratic to more group-oriented approaches. Substitutes for leadership may eliminate the need for a leader depending on subordinate, task, and organization characteristics.
Recommended
LDR 6410 Leadership and Organization in Sport Master of.docx
LDR 6410 Leadership and Organization in Sport
Master of Sports Leadership Program
Chapter 12
Leading to Victory
Week Eight
Leadership Research
As Kent and Chelladurai note, “While leadership has been an immensely
popular area of study in industrial and organizational psychology, research
on the topic of sport management has been largely focused on coaches
rather than administrators.”
Coaching Requires Leadership
Management professor Dr. Judith Neal (University of New Haven) commented
that what we once called coaching is now more appropriately called
leadership.
Managing Versus Leading
Leaders influence people to work to achieve the organization’s objectives. We
frequently use manager and leader interchangeably. We shouldn’t, because
they are not necessarily the same. Leading is one of the four management
functions (along with planning, organizing, and controlling).
Leadership Styles
• Leadership style is the combination of traits, skills, and behaviors
managers use to interact with employees.
• In the 1930s, before behavior theory became popular, researchers at the
University of Iowa studied leadership styles of managers and identified
three basic styles.
Three Leadership Styles
• Autocratic. The manager makes the decisions, tells employees what to do,
and closely supervises them—theory X behavior.
• Democratic. The manager encourages employee participation in
decisions, works with them to determine what to do, and doesn’t supervise
them closely—theory Y behavior.
• Laissez-faire. The manager lets employees go about their business
without much input. Employees decide what to do and take action, and the
manager doesn’t follow up.
Leadership Grid
The leadership grid uses the same dimensions as the two-dimensional model;
in the grid, these dimensions are called concern for production (the x axis)
and concern for people (the y axis). The leadership grid identifies the
ideal leadership style as having a high concern for both production and
people.
Figure 12.2
Leadership Grid Styles
(1,1) Impoverished leaders show low concern for both production and people.
They do the minimum required to remain employed.
(9,1) Authority-compliance leaders show a high concern for production and a
low concern for people. They focus on getting the job done by treating people
like machines.
(1,9) Country club leaders show a low concern for production and a high
concern for people. They strive to maintain a friendly atmosphere without
much regard for production.
(5,5) Middle-of-the-road leaders balance their concerns for production and
people. They strive for performance and morale levels that are minimally
satisfactory.
(9,9) Team leaders show a high concern for both production and people. They
strive for maximum performance and maximum employee satisfaction.
Creating a 9,9 Situation
Tony Dungy of the Indianapolis Colts has come close to creating a.
The leadership behaviours
This document discusses various concepts related to leadership behavior and community leadership. It begins by outlining the objectives of understanding different leadership models including the leadership grid model and competency model. It then discusses research conducted at Ohio State University and the University of Michigan on leadership behaviors. It also explains Blake and Mouton's leadership grid model and the five leadership styles. The document further discusses the concept of the leadership pipeline and the skills needed to transition between organizational levels. Finally, it defines community leadership and the three components needed for community leadership success: framing, building social capital, and mobilizing for action.
ReligionAssignment #2 The Purpose of ReligionClifford Geertz t.docx
Religion:Assignment #2: The Purpose of Religion
Clifford Geertz taught that religion is an overriding system of symbols that serves two purposes. It gives us a worldview - what is the world all about? In addition, it gives us an ethos - what ought we to do?
Think about religion as practiced in America today.
Answer the following questions. Using APA style and other reference.
1. Does it give a worldview?
2. Does it give an ethos? For example, think about Christianity, practiced by the majority of Americans.
3. Do they receive a worldview they can accept from Christianity?
4. Do they get guidance on how to act?
Your answer should be between 150 and 300 words.
Module 1 - Leadership Primer
What's the benefit of studying this topic?
Leadership is often taken for granted or assumed–and professional careers can be side-tracked as a result. Becoming
clearer about leadership roles assists you in focusing your strategy for career advancement. Additional insight about
leader-manager actions will support direct, successful interactions with peers, direct reports, and superiors.
Module 1
Leadership Primer: The Basics of Leading and Why You Need to Know
Introduction to this Module and our course work:
What makes a leader a leader? What are the characteristics or skills that make a group of people trust and follow an
individual? Those questions and similar ones have been the subject of considerable research for years, especially in the
last century. There are about as many answers and proposals as the number of studies themselves. Economist John
Kenneth Galbraith, who served in the administrations of four presidents (Roosevelt through Johnson) observed, “All of the
great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of
their people in their time. This, and not much else, is the essence of leadership.”
For the purpose of this course, Northouse (2013) offers a definition that merits consideration. “Leadership is a process
whereby an individual influences a group of individuals to achieve a common goal” (p. 5)
Management and leadership are frequently confused. Can you have one without another? Are all good leaders, good
managers and vice versa? How do managers impact leaders and how do leaders relate to managers in organizations? In
the late 19
th
century Henri Fayol proposed that there are five functions of management. As illustrated in the chart below,
those in blue are predominately management areas; those in red are predominately leadership areas.
Five Functions of Management
Planning Organizing Staffing Directing Control
Vision
Mission
Strategy:
● What business are we in?
● What business should we
be in?
● How?
Goals:
Income
-Costs
= Profit
Timetables
Market share
Growth
Investment
Diversification
etc.
Need Metrics
The organization
supports the strategy.
What form?
• By function
...
Chapter 1-ob-ppt-4-july-section-g
Scientific management, as developed by Frederick Taylor, focused on analyzing workflows to determine the most efficient way to perform tasks. It emphasized specialization of labor, standardized work processes, incentives for meeting productivity targets, and close monitoring and measurement of worker performance. The goal was to maximize productivity. However, it treated workers as extensions of the machines they operated and did not consider their well-being, potentially dehumanizing labor.
Practical approach in
The sales manager blamed the sales staff for low sales figures and threatened to replace underperforming staff. A newly recruited former Sri Lankan cricketer supported the manager's argument that underperforming players on a cricket team would be replaced. However, the cricketer added that if the entire team fails continuously, the captain and coach would also be replaced, implying that the manager was ultimately responsible for leading the team's poor performance. The document then discusses various models and theories of leadership.
Business Leadership ppt.ppt
The document discusses various theories of leadership including trait, behavioral, situational, and transformational leadership theories. It examines key leadership approaches such as Fiedler's contingency model, Hersey and Blanchard's situational leadership model, and transformational leadership. Additionally, it analyzes the leadership of Jack Welch at GE and how he drove organizational change through various initiatives like Work Out, boundaryless organization, and Six Sigma.
Business management by robbinson book presentation
The document outlines several leadership theories discussed in a chapter on leadership. It begins by defining leaders and leadership, and explaining why managers should be leaders. Early leadership theories from the 1920s-1960s are then contrasted, including trait theories focusing on leader characteristics and behavioral theories examining how leaders interact with groups. Contingency theories introduced in the 1960s-1970s are explained next, such as Fiedler's contingency model and situational leadership theory. The document concludes by differentiating transactional and transformational leadership styles.
ch13.ppt
This document summarizes different leadership styles and theories discussed in Chapter 13 of the textbook. It describes research showing leadership has primarily focused on coaches rather than administrators. Coaching now emphasizes leadership over management. Several leadership styles are presented, including autocratic, democratic, laissez-faire, and the leadership grid. Current research examines charismatic, transformational, transactional, and symbolic leaders. The Vroom-Yetton model identifies five decision-making styles. Coaching styles can vary from autocratic to more group-oriented approaches. Substitutes for leadership may eliminate the need for a leader depending on subordinate, task, and organization characteristics.
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Path Goal Theory Of Leadership
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1) Directive leadership is used to clarify tasks and provide structure/guidance to subordinates.
2) Supportive leadership focuses on employee well-being and relationships.
3) Participative leadership involves consulting with subordinates before decisions.
4) Achievement-oriented leadership sets challenging goals and expects high performance. The style that best motivates employees depends on their characteristics and the work environment or "situation."
Chapter 8 Organization LeadershipIntroductionGreat le
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Akshay Rakshit-Grasim
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Leadership StylesExercise in Managing People.docx
Leadership Styles
Exercise in Managing People
Exercise in Managing PeopleOne difference between managers and leaders is that:Managers know and use the unique abilities of their staff to build an efficient team and the department’s advantagesLeaders look more at the overall business to capitalize on the competitive advantagesThis exercise may start you to think about how knowledge of a person’s outlook and skills and what is important to them might influence how you manage that type of person
Exercise in Managing People
For this exercise, there are 9 types of people:
The Reformer
The Helper
The Motivator
The Artist
The Thinker
The Loyalist
The Generalist
The Leader
The Peacemaker
Exercise in Managing People
In this exercise answer the following questions:
If you were a manager of this type of person, how would you approach them to get them to happily take on a project?
How would you manage them during the project?
What types of jobs and/or positions would be best for this type of person? (It doesn’t have to be an accounting position)
Name people, real or fictional, who you feel fits this description
Article: Leadership That Gets Results by Daniel Goleman
Article: Leadership That Gets Results: Leadership Styles by Michael GolemanWhat are some leadership styles?28 Goleman’s Leadership That Gets Results
https://www.youtube.com/watch?v=Fy_EgWWlqCsIn the article and video, what are Goleman’s 6 leadership styles?
Article: Leadership That Gets Results: Summary of 6 Leadership Styles: OverallStyleDescription Negative or PositiveCoerciveAuthoritativeAffiliativeDemocraticPacesetting Coaching
Article: Leadership That Gets Results: Summary of 6 Leadership Styles: Overall AnswersStyleDescription Negative or PositiveCoerciveCommanding, top down NAuthoritativeFollow mePAffiliativeMostly about peoplePDemocraticEverybody gets a sayPPacesetting High performance standardsNCoachingMentoringP
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Coercive & AuthoritativeCoerciveAuthoritativeLeader’s MOStyle in a phraseUnderlying EM competenciesWhen style works bestImpact on climate
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Coercive & Authoritative AnswersCoerciveAuthoritativeLeader’s MODemands immediate complianceMobilizes people towards a visionStyle in a phraseDo what I tellCome with meUnderlying EM competenciesDrive to achieve, initiative, self-controlSelf-confidence, empathy, change catalystWhen style works bestIn a crisis, to kick start a turn around or problem with employeeWhen changes require a new vision or clear direction is neededImpact on climateNegativePositive
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Affiliative & DemocraticAffiliativeDemocraticLeader’s MOStyle in a phraseUnderlying EM competenciesWhen style works bestImpact on climate
Article: Leadership That Gets Results: Detail.
Leadership and change management.pdf
This document provides an overview of leadership and change management topics. It includes:
- Educational goals related to leadership theories, skills, and managing change.
- Summaries of various leadership theories such as Great Man Theory, Behavioral Theories, Situational Theories, and Transformational Leadership.
- Descriptions of different leadership styles including Visionary, Coaching, and Coercive styles.
- Discussions of the roles of managers versus leaders, power and influence, and adapting leadership approaches for different change phases.
and here is anotherWhether you are a manager, a potential future m.docx
and here is another
Whether you are a manager, a potential future manager, or an employee within an organization, you will benefit from becoming competent in the four functions of management.
Robbins and Judge (2013) discussed the four functions of management in the POLC model:
P
lanning,
O
rganizing,
L
eading, and
C
ontrolling. You also practiced with these four functions in your Learning Activity. Think about a time in your work, or in your personal or school experience where you have used all four functions of management. You may choose different experiences if no one experience covered all functions.
Checklist:
Describe that experience to your classmates using research support from the text or another viable source (you may not use Wikipedia).
Which function do you believe managers use most often?
What could have made the leadership function a better experience?
Review an
example of an initial posting
in response to the checklist items above. Read about leadership by clicking on the document attached below.
READING
Management versus Leadership Leadership means a person could be alone in his or her initial vision, and it implies some risk. These people are innovators. Their job is to inspire others to see and believe in the vision and goals of the organization or initiative.
Management means responsibility for administration of a plan or carrying out the plan or initiative through others. Leadership…What is it? According to Dubrin (2010), leaders inspire others to follow them in realizing goals. Depending on the organization or team of people being led, the definition can have different nuances. A famous U.S. football quarterback once said that a leader is the one willing to “take the blame” (as cited in Dubrin, 2010, p. 3). Leaders can move whole nations to action. One example of this is Winston Churchill’s famous radio broadcasts (as Prime Minister) in the United Kingdom during World War II (1939– 1945). On the brink of defeat in the campaign against Germany, Churchill refused to be conquered or accept anything less than total surrender from the enemy. His broadcasts and speeches inspired the entirety of the nation to keep on fighting. However, Churchill also risked ridicule at the very beginning of the war when he warned the public of the threat of Hitler’s ambitions in Europe. Sometimes a leader can be a visionary such as Steve Jobs at Apple®. Jobs pioneered a vision of streamlined products that interacted in a user-friendly manner. His penchant for simplified or sleek design of the company products in response to consumer needs drove industry growth and inspired competitors.
References Dubrin, A. J. (2010). Leadership: Research findings, practice, and skills (6th ed.). Mason, OH: Cengage.
Leadership Skills Executive skills needed by leaders according to Hackman and Walton (1986) are: being able to see and communicate the big picture or the end goal to others, negotiating for needed resources, making good decisions .
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This document provides a followership and leadership assessment and development plan. It begins by discussing different types of followership based on Kelley's model, including alienated, conformist, passive, and exemplary followers. It then examines different leadership styles and how they relate to the followership types. The document proposes that different combinations of followership and leadership styles would be most effective depending on the organizational situation. It also provides a self-assessment of the author's followership traits and areas for development. Finally, it outlines a plan to continue developing skills in both followership and leadership over time through goal setting and progress tracking.
Chapter 8 Organization LeadershipIntroductionGreat le.docx
Chapter 8:
Organization Leadership
Introduction
Great leaders exist in business, politics, the military, and even sports
Leadership can be used for good and for evil
Communication is a tool used to activate messages to followers
Leadership is a socially constructed phenomenon
Case Study: Charismatic Preacher
Reverend Jim Jones was a charismatic, influential preacher who led rapidly growing congregations throughout California
People were so inspired, that they donated their entire worldly possessions, traveled to South America, and built a community
Several years later, the Reverend leads a mass suicide of 909 people in his town of Jonestown, Guyana
Why would people be so committed to him that they would participate in a mass suicide?
What does this say about leadership?
Trait Approach to Leadership
If a person has certain traits, they will be a more effective leader
Big Five personality traits with leadership potential include:
Extraversion
Conscientiousness
Openness to experience
Ambition
Energy
The trait approach to leadership seems to be best able to predict leader emergence rather than leader effectiveness
There is a difference between possessing a trait and being perceived to possess a trait
4
Leadership Behaviors
The behavioral approach to leadership examines what leaders actually do and the behaviors leaders use to achieve their goals
It’s a matter of what you do (behavior theory), rather than who you are (trait theory) as a leader
Critical Thinking Questions – Traits and Behaviors
How does the perspective that leadership is something you do versus something you are change the responsibilities of a leader?
The University of Michigan and Ohio State Studies
Initiating Structure
Extent to which a leader defines and structures the roles of employees in the goal attainment effort
Production-oriented leaders have behavior similar to initiating structure
Consideration
Leader respects employees’ thoughts, ideas, and feelings, expresses appreciation and support, and develops an environment of mutual trust
Employee-oriented leaders also value consideration
Managerial Grid
Contingent Approaches to Leadership
Questions examined by contingency theorists include:
What are the situational factors that actually matter in leadership?
To what leadership styles do they best connect?
Least Preferred Co-Worker
Fiedler (1967) developed Least preferred co-worker (LPC) questionnaire
Rating “least” preferred coworker harshly = task-oriented leader
Rating “least” preferred coworker benevolently = relationship-oriented
Once individual leadership style is assessed, the situation is determined through three dimensions: 1) Leader-member relations 2) Task structure 3) Position power
Critical Thinking Questions – Least Preferred
Why does the way a person treats the least preferred co-worker likely say the most about their style of leadership?
Think about your experiences working in groups. How did you feel about the least-preferre.
Leadership Excellence for Managers and Heads of Strategic Business Units
Leadership Excellence for Managers and Heads of Strategic Units looks at the various theories of leadership from early history - The Great Man Theories, Trait Theory, Behavioural and Style, etc; with a view to rationalise the need for Leadership in modern businesses.
The Blake Mouton Grid, John Adair's Action Centred Leadership, Path-Goal Theory, Robert Tannenbaum/Warren H. Schmidt's Theory.
Definitions from Peter
Mindset of indian managers after TQM
This purpose of this paper is to share the worldwide different Mindset of management in the industries and overview of Indian manager’s mindset.
Leadership
The document discusses transformational leadership and how to develop leadership skills. It defines transformational leadership and compares it to transactional leadership. It discusses key aspects of transformational leadership like idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses developing vision, communicating vision charismatically, and becoming a transformational leader.
5 LeadershipLearning ObjectivesAfter reading this chap.docx
5 Leadership
Learning Objectives
After reading this chapter, you should be able to:
• Define leadership and identify key skills and competencies of leaders.
• Examine the similarities and differences between leadership and management.
• Recognize major leadership models and how they have changed over time.
• Compare and contrast contemporary leadership styles and methodologies.
• Evaluate health care leadership challenges.
Marvin E. Newman/Sports Illustrated/Getty Images
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Vince Lombardi: The Man Who Showed Us
What It Takes To Be Number One
Few American figures embody leadership more than the venerable Vince Lombardi, deemed the
greatest National Football League (NFL) coach of all time. As coach of the Green Bay Packers from
1959 to 1967, Lombardi turned a team that was mired in losses into one of the best NFL teams in
history. The team won NFL titles in 1961, 1962, and 1965 in addition to Super Bowl titles in 1966
and 1967. Just 2 years into his tenure as coach, Lombardi took a group of underperforming under-
achievers and rebranded them as champions (Lombardi, 2003).
Often referred to as the “Greatest Coach in History,”
Lombardi said, “Coaches who can outline plays on a
blackboard are a dime a dozen. The ones who win get
inside their player and motivate” (as cited in Vecchi-
one, 1991, p. 166). Lombardi recognized that before
he could motivate his players, he would first have to
change their thought processes. He led by example, and
soon his players began to mimic his style and profes-
sionalism. Lombardi challenged his players to give
their best and then some. He encouraged them to think
on their toes and change the playbooks when appro-
priate. Lombardi was not concerned with being liked:
Those who did not agree with what he was trying to
achieve were encouraged to leave. He had a no-holds-
barred approach to winning and only wanted to work
with those who believed that the impossible was not
only possible, but firmly within reach.
Lombardi’s determination to succeed and excel made
him a model for all kinds of leaders, in sports and in
business. In the process, he helped inspire people every-
where to defy the odds and “get in the game,” not just
physically but also mentally. “Leaders are made, they
are not born,” he once said. “They are made by hard
effort, which is the price which all of us must pay to
achieve any goal that is worthwhile” (Lombardi, 2003, p. 3). Lombardi’s legacy as one of the great-
est major league football coaches is surpassed only by his legacy as one of the greatest masters of
effective leadership.
Critical Thinking and Discussion Questions
1. Both “Chainsaw Al” Dunlap (featured in the opening vignette of Chapter 3) and Vince
Lombardi effected dramatic changes in the organizations they led. Compare and contrast
their approaches and results.
2. Lombardi focused intently on winnin.
LEADERSHIP GRID
The document summarizes Robert Blake and Jane Mouton's Leadership Grid model, which assesses leadership styles based on two dimensions: concern for production and concern for people. It describes the five main styles depicted by the grid - authority-compliance, country club management, impoverished management, middle-of-the-road management, and team management. The ideal style is team management, which balances high concern for both tasks and relationships. The grid was influential in organizational development and is still used today to evaluate leadership.
Leadership ch03
The document discusses various leadership and motivation theories. It describes the University of Iowa leadership styles (autocratic vs democratic) and the University of Michigan model, which has two styles (job-centered vs employee-centered) along one dimension. It also details the Ohio State University model, which has four styles based on two dimensions: initiating structure and consideration. Motivation theories covered include content theories like Maslow's hierarchy of needs, process theories like expectancy theory, and reinforcement theory.
Chapter 7: Leading and Trust
This document discusses various leadership theories including:
1. Trait theories which assume certain traits are common among successful leaders. However, research has not identified a definitive list of traits.
2. Behavioral theories which focus on leadership styles and found three basic styles - autocratic, democratic, and laissez-faire.
3. Contingency theories which argue the most effective leadership style depends on situational factors. This includes Fiedler's contingency theory and the normative decision model.
4. Transformational leadership which focuses on inspiring followers and change. In contrast, transactional leadership is based on an exchange between leader and follower.
AHBM Leadership
This document discusses different theories of leadership, including:
1. Trait theory - Claims leadership ability is innate and leaders are born, not made. It focuses on personal characteristics.
2. Style theory - Focuses on what leaders do, not their traits. Claims success depends on task-oriented or people-oriented leadership styles.
3. Contingency theory - Seeks to consider more variables. Suggests the most suitable leadership style depends on circumstances like the task, group, and environment. It discusses models by Fiedler, Handy, and Hersey and Blanchard.
Vision Of Leadership Philosophy Essay
This document discusses various aspects of leadership philosophy and models. It begins by outlining qualities of effective leaders such as having high standards, being supportive, inquisitive, involved, honest, and having integrity. It then discusses the roles and responsibilities of leaders, emphasizing the importance of self-awareness, values, trust, and being a lifelong learner. The document also examines narcissistic leadership and contrasts it with effective leadership. It analyzes several models of leadership, including trait, behavioral, contingency, and transformational approaches.
Module 3 - HomeLeadership Styles and The TribeModular Learni.docx
Module 3 - Home
Leadership Styles and The Tribe
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Compare transformational leadership to non-leadership (laissez-faire).
•SLP ◦Explore and discuss the impact of a transactional leadership environment on the tribal stage of an organization.
•Discussion ◦Apply the situational leadership style to tribal leadership.
◦Discuss the benefits and/or drawbacks of using situational leadership to increase an organization’s tribal stage to the next level.
◦Apply the non-leadership factor (laissez-faire) to tribal leadership.
◦Determine whether a non-leadership style (laissez-faire) impacts an organization’s tribal leadership stage negatively or positively.
Module Overview
We are at the half-way point in the course, and it is time to change gears from traits and skills; but we will continue to apply all the concepts we are studying to tribal leadership.
For Module 3, we will focus on leadership styles, including situational leadership, transformational leadership, transactional leadership, and even non-leadership (laissez-faire).
By now, the different parts of leadership theory we have studied will start to form the basis for strategic leadership decisions, especially as they apply to tribal leadership. With a large chunk of key leadership theories under our belt, we should have no trouble beginning to discern which approaches are best in certain situations and scenarios.
Module 3 - Background
Leadership Styles and The Tribe
Style Approach
Around the same time that Katz (1955) was questioning the trait theory of leadership in favor of a more skills-based approach, Stogdill (1948) was also looking for a better model to define what makes a leader. We discussed Stogdill’s work in Module 1 (his discovery that “…the traits of leaders around the world were not distinct from the traits of non-leaders”). As we discussed, this led him to explore characteristics beyond innate traits.
As the style approach was coming into focus, several important studies were conducted to learn more about “what leaders do and how they act” (Northouse, 2018, p. 69). What leaders do is classified as task behaviors, while how leaders act is classified as relationship behaviors. Among those important studies were the Ohio State Studies, which focused on the way leaders acted when they were leading, and the University of Michigan Studies, which focused on “the impact of leaders’ behaviors on the performance of small groups” (Northouse, 2018, p. 71). While both of these studies are critical parts of understanding leadership, they are covered heavily in elementary leadership studies, and will not be further explored in the context of strategic leadership. Instead, we will move on to the prevalent style-based theories that took hold as a result of these studies and the work of Stogdill and Katz (1948; 1955).
Situational Leadership
Hersey and ...
The theories of leadership
The theories of leadership TRAIT THEORY TRAIT THEORY VDL Theory MANAGERIAL GRID OHIO STATE STUDIES Michigan Studies Behavioral Theory
Variables in a Research Study and Data CollectionIn this assignmen.docx
Variables in a Research Study and Data Collection
In this assignment, you will explore the variables involved in a research study.
Complete the following tasks:
Read the following articles from the Cumulative Index to Nursing and Allied Health Literature (CINAHL) Database in the South University Online Library.
Lee, A., Craft-Rosenberg, M. (2010). Ineffective family participation in
professional care: A concept analysis of a proposed nursing
diagnosis.
Nurs Diagn
. 2002 Jan-Mar;
13
(1), 5–14.
Witt, C. M., Lüdtke, R., Willich, S. N. (2010). Homeopathic treatment
of patients with migraine: A prospective observational study with
a 2-year follow-up period.
J Altern Complement Med
. 2010 Apr;
16
(4), 347–55. doi: 10.1089/acm.2009.0376.
Read the process for data collection employed in both these studies. Compare the method used in each of them.
Provide a bulleted list of the five tasks performed as part of data collection in each of them. Click
here
to enter your responses in the organizer.
.
Variation exists in virtually all parts of our lives. We often see v.docx
Variation exists in virtually all parts of our lives. We often see variation in results in what we spend (utility costs each month, food costs, business supplies, etc.). Consider the measures and data you use (in either your personal or job activities). When are differences (between one time period and another, between different production lines, etc.) between average or actual results important? How can you or your department decide whether or not the observed differences over time are important? How could using a mean difference test help?
.
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Leadership born made
This document analyzes whether leaders are born or made through education and experience. It discusses theories of leadership and presents research showing that while some natural traits are beneficial, leadership skills can be learned and improved upon. The paper aims to demonstrate that individuals can become effective leaders by committing to continuous self-study, training, and gaining experience over time. A survey of executives found that while integrity was important, leadership programs were highly valued and most leaders participated in training to strengthen their skills.
Path Goal Theory Of Leadership
The Path-Goal Theory of Leadership identifies four leadership styles and when each is most appropriately used:
1) Directive leadership is used to clarify tasks and provide structure/guidance to subordinates.
2) Supportive leadership focuses on employee well-being and relationships.
3) Participative leadership involves consulting with subordinates before decisions.
4) Achievement-oriented leadership sets challenging goals and expects high performance. The style that best motivates employees depends on their characteristics and the work environment or "situation."
Chapter 8 Organization LeadershipIntroductionGreat le
The document provides an overview of leadership concepts including trait theory, behavioral theory, contingency theory, and transformational leadership. It discusses various approaches to leadership such as charismatic, authentic, and situational leadership. It also examines challenges to the concept of leadership including attribution theory and substitutes/neutralizers. The document contains case studies on Reverend Jim Jones and Colleen Barrett to illustrate different types of leadership.
Akshay Rakshit-Grasim
This document provides an overview of a study conducted on leadership styles at GRASIM Industries in Madhya Pradesh, India. It begins with introducing the Blake-Mouton Managerial Grid model for analyzing leadership styles based on concern for production and concern for people. Five common leadership styles are defined according to this model: impoverished, country club, produce or perish, middle-of-the-road, and team leadership. The objectives and importance of studying leadership styles at GRASIM Industries are described. Key parameters for evaluation include emphasis on goals, empowerment, innovation, emotional intelligence, job satisfaction, and the management-employee relationship. The goal is to understand the prevailing leadership style using the Blake-Mouton model and
Leadership StylesExercise in Managing People.docx
Leadership Styles
Exercise in Managing People
Exercise in Managing PeopleOne difference between managers and leaders is that:Managers know and use the unique abilities of their staff to build an efficient team and the department’s advantagesLeaders look more at the overall business to capitalize on the competitive advantagesThis exercise may start you to think about how knowledge of a person’s outlook and skills and what is important to them might influence how you manage that type of person
Exercise in Managing People
For this exercise, there are 9 types of people:
The Reformer
The Helper
The Motivator
The Artist
The Thinker
The Loyalist
The Generalist
The Leader
The Peacemaker
Exercise in Managing People
In this exercise answer the following questions:
If you were a manager of this type of person, how would you approach them to get them to happily take on a project?
How would you manage them during the project?
What types of jobs and/or positions would be best for this type of person? (It doesn’t have to be an accounting position)
Name people, real or fictional, who you feel fits this description
Article: Leadership That Gets Results by Daniel Goleman
Article: Leadership That Gets Results: Leadership Styles by Michael GolemanWhat are some leadership styles?28 Goleman’s Leadership That Gets Results
https://www.youtube.com/watch?v=Fy_EgWWlqCsIn the article and video, what are Goleman’s 6 leadership styles?
Article: Leadership That Gets Results: Summary of 6 Leadership Styles: OverallStyleDescription Negative or PositiveCoerciveAuthoritativeAffiliativeDemocraticPacesetting Coaching
Article: Leadership That Gets Results: Summary of 6 Leadership Styles: Overall AnswersStyleDescription Negative or PositiveCoerciveCommanding, top down NAuthoritativeFollow mePAffiliativeMostly about peoplePDemocraticEverybody gets a sayPPacesetting High performance standardsNCoachingMentoringP
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Coercive & AuthoritativeCoerciveAuthoritativeLeader’s MOStyle in a phraseUnderlying EM competenciesWhen style works bestImpact on climate
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Coercive & Authoritative AnswersCoerciveAuthoritativeLeader’s MODemands immediate complianceMobilizes people towards a visionStyle in a phraseDo what I tellCome with meUnderlying EM competenciesDrive to achieve, initiative, self-controlSelf-confidence, empathy, change catalystWhen style works bestIn a crisis, to kick start a turn around or problem with employeeWhen changes require a new vision or clear direction is neededImpact on climateNegativePositive
Article: Leadership That Gets Results: Details of 6 Leadership Styles: Affiliative & DemocraticAffiliativeDemocraticLeader’s MOStyle in a phraseUnderlying EM competenciesWhen style works bestImpact on climate
Article: Leadership That Gets Results: Detail.
Leadership and change management.pdf
This document provides an overview of leadership and change management topics. It includes:
- Educational goals related to leadership theories, skills, and managing change.
- Summaries of various leadership theories such as Great Man Theory, Behavioral Theories, Situational Theories, and Transformational Leadership.
- Descriptions of different leadership styles including Visionary, Coaching, and Coercive styles.
- Discussions of the roles of managers versus leaders, power and influence, and adapting leadership approaches for different change phases.
and here is anotherWhether you are a manager, a potential future m.docx
and here is another
Whether you are a manager, a potential future manager, or an employee within an organization, you will benefit from becoming competent in the four functions of management.
Robbins and Judge (2013) discussed the four functions of management in the POLC model:
P
lanning,
O
rganizing,
L
eading, and
C
ontrolling. You also practiced with these four functions in your Learning Activity. Think about a time in your work, or in your personal or school experience where you have used all four functions of management. You may choose different experiences if no one experience covered all functions.
Checklist:
Describe that experience to your classmates using research support from the text or another viable source (you may not use Wikipedia).
Which function do you believe managers use most often?
What could have made the leadership function a better experience?
Review an
example of an initial posting
in response to the checklist items above. Read about leadership by clicking on the document attached below.
READING
Management versus Leadership Leadership means a person could be alone in his or her initial vision, and it implies some risk. These people are innovators. Their job is to inspire others to see and believe in the vision and goals of the organization or initiative.
Management means responsibility for administration of a plan or carrying out the plan or initiative through others. Leadership…What is it? According to Dubrin (2010), leaders inspire others to follow them in realizing goals. Depending on the organization or team of people being led, the definition can have different nuances. A famous U.S. football quarterback once said that a leader is the one willing to “take the blame” (as cited in Dubrin, 2010, p. 3). Leaders can move whole nations to action. One example of this is Winston Churchill’s famous radio broadcasts (as Prime Minister) in the United Kingdom during World War II (1939– 1945). On the brink of defeat in the campaign against Germany, Churchill refused to be conquered or accept anything less than total surrender from the enemy. His broadcasts and speeches inspired the entirety of the nation to keep on fighting. However, Churchill also risked ridicule at the very beginning of the war when he warned the public of the threat of Hitler’s ambitions in Europe. Sometimes a leader can be a visionary such as Steve Jobs at Apple®. Jobs pioneered a vision of streamlined products that interacted in a user-friendly manner. His penchant for simplified or sleek design of the company products in response to consumer needs drove industry growth and inspired competitors.
References Dubrin, A. J. (2010). Leadership: Research findings, practice, and skills (6th ed.). Mason, OH: Cengage.
Leadership Skills Executive skills needed by leaders according to Hackman and Walton (1986) are: being able to see and communicate the big picture or the end goal to others, negotiating for needed resources, making good decisions .
Followership & Leadership - Copy
This document provides a followership and leadership assessment and development plan. It begins by discussing different types of followership based on Kelley's model, including alienated, conformist, passive, and exemplary followers. It then examines different leadership styles and how they relate to the followership types. The document proposes that different combinations of followership and leadership styles would be most effective depending on the organizational situation. It also provides a self-assessment of the author's followership traits and areas for development. Finally, it outlines a plan to continue developing skills in both followership and leadership over time through goal setting and progress tracking.
Chapter 8 Organization LeadershipIntroductionGreat le.docx
Chapter 8:
Organization Leadership
Introduction
Great leaders exist in business, politics, the military, and even sports
Leadership can be used for good and for evil
Communication is a tool used to activate messages to followers
Leadership is a socially constructed phenomenon
Case Study: Charismatic Preacher
Reverend Jim Jones was a charismatic, influential preacher who led rapidly growing congregations throughout California
People were so inspired, that they donated their entire worldly possessions, traveled to South America, and built a community
Several years later, the Reverend leads a mass suicide of 909 people in his town of Jonestown, Guyana
Why would people be so committed to him that they would participate in a mass suicide?
What does this say about leadership?
Trait Approach to Leadership
If a person has certain traits, they will be a more effective leader
Big Five personality traits with leadership potential include:
Extraversion
Conscientiousness
Openness to experience
Ambition
Energy
The trait approach to leadership seems to be best able to predict leader emergence rather than leader effectiveness
There is a difference between possessing a trait and being perceived to possess a trait
4
Leadership Behaviors
The behavioral approach to leadership examines what leaders actually do and the behaviors leaders use to achieve their goals
It’s a matter of what you do (behavior theory), rather than who you are (trait theory) as a leader
Critical Thinking Questions – Traits and Behaviors
How does the perspective that leadership is something you do versus something you are change the responsibilities of a leader?
The University of Michigan and Ohio State Studies
Initiating Structure
Extent to which a leader defines and structures the roles of employees in the goal attainment effort
Production-oriented leaders have behavior similar to initiating structure
Consideration
Leader respects employees’ thoughts, ideas, and feelings, expresses appreciation and support, and develops an environment of mutual trust
Employee-oriented leaders also value consideration
Managerial Grid
Contingent Approaches to Leadership
Questions examined by contingency theorists include:
What are the situational factors that actually matter in leadership?
To what leadership styles do they best connect?
Least Preferred Co-Worker
Fiedler (1967) developed Least preferred co-worker (LPC) questionnaire
Rating “least” preferred coworker harshly = task-oriented leader
Rating “least” preferred coworker benevolently = relationship-oriented
Once individual leadership style is assessed, the situation is determined through three dimensions: 1) Leader-member relations 2) Task structure 3) Position power
Critical Thinking Questions – Least Preferred
Why does the way a person treats the least preferred co-worker likely say the most about their style of leadership?
Think about your experiences working in groups. How did you feel about the least-preferre.
Leadership Excellence for Managers and Heads of Strategic Business Units
Leadership Excellence for Managers and Heads of Strategic Units looks at the various theories of leadership from early history - The Great Man Theories, Trait Theory, Behavioural and Style, etc; with a view to rationalise the need for Leadership in modern businesses.
The Blake Mouton Grid, John Adair's Action Centred Leadership, Path-Goal Theory, Robert Tannenbaum/Warren H. Schmidt's Theory.
Definitions from Peter
Mindset of indian managers after TQM
This purpose of this paper is to share the worldwide different Mindset of management in the industries and overview of Indian manager’s mindset.
Leadership
The document discusses transformational leadership and how to develop leadership skills. It defines transformational leadership and compares it to transactional leadership. It discusses key aspects of transformational leadership like idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It also discusses developing vision, communicating vision charismatically, and becoming a transformational leader.
5 LeadershipLearning ObjectivesAfter reading this chap.docx
5 Leadership
Learning Objectives
After reading this chapter, you should be able to:
• Define leadership and identify key skills and competencies of leaders.
• Examine the similarities and differences between leadership and management.
• Recognize major leadership models and how they have changed over time.
• Compare and contrast contemporary leadership styles and methodologies.
• Evaluate health care leadership challenges.
Marvin E. Newman/Sports Illustrated/Getty Images
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CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_05_c05_121-150.indd 121 4/23/14 9:22 AM
Vince Lombardi: The Man Who Showed Us
What It Takes To Be Number One
Few American figures embody leadership more than the venerable Vince Lombardi, deemed the
greatest National Football League (NFL) coach of all time. As coach of the Green Bay Packers from
1959 to 1967, Lombardi turned a team that was mired in losses into one of the best NFL teams in
history. The team won NFL titles in 1961, 1962, and 1965 in addition to Super Bowl titles in 1966
and 1967. Just 2 years into his tenure as coach, Lombardi took a group of underperforming under-
achievers and rebranded them as champions (Lombardi, 2003).
Often referred to as the “Greatest Coach in History,”
Lombardi said, “Coaches who can outline plays on a
blackboard are a dime a dozen. The ones who win get
inside their player and motivate” (as cited in Vecchi-
one, 1991, p. 166). Lombardi recognized that before
he could motivate his players, he would first have to
change their thought processes. He led by example, and
soon his players began to mimic his style and profes-
sionalism. Lombardi challenged his players to give
their best and then some. He encouraged them to think
on their toes and change the playbooks when appro-
priate. Lombardi was not concerned with being liked:
Those who did not agree with what he was trying to
achieve were encouraged to leave. He had a no-holds-
barred approach to winning and only wanted to work
with those who believed that the impossible was not
only possible, but firmly within reach.
Lombardi’s determination to succeed and excel made
him a model for all kinds of leaders, in sports and in
business. In the process, he helped inspire people every-
where to defy the odds and “get in the game,” not just
physically but also mentally. “Leaders are made, they
are not born,” he once said. “They are made by hard
effort, which is the price which all of us must pay to
achieve any goal that is worthwhile” (Lombardi, 2003, p. 3). Lombardi’s legacy as one of the great-
est major league football coaches is surpassed only by his legacy as one of the greatest masters of
effective leadership.
Critical Thinking and Discussion Questions
1. Both “Chainsaw Al” Dunlap (featured in the opening vignette of Chapter 3) and Vince
Lombardi effected dramatic changes in the organizations they led. Compare and contrast
their approaches and results.
2. Lombardi focused intently on winnin.
LEADERSHIP GRID
The document summarizes Robert Blake and Jane Mouton's Leadership Grid model, which assesses leadership styles based on two dimensions: concern for production and concern for people. It describes the five main styles depicted by the grid - authority-compliance, country club management, impoverished management, middle-of-the-road management, and team management. The ideal style is team management, which balances high concern for both tasks and relationships. The grid was influential in organizational development and is still used today to evaluate leadership.
Leadership ch03
The document discusses various leadership and motivation theories. It describes the University of Iowa leadership styles (autocratic vs democratic) and the University of Michigan model, which has two styles (job-centered vs employee-centered) along one dimension. It also details the Ohio State University model, which has four styles based on two dimensions: initiating structure and consideration. Motivation theories covered include content theories like Maslow's hierarchy of needs, process theories like expectancy theory, and reinforcement theory.
Chapter 7: Leading and Trust
This document discusses various leadership theories including:
1. Trait theories which assume certain traits are common among successful leaders. However, research has not identified a definitive list of traits.
2. Behavioral theories which focus on leadership styles and found three basic styles - autocratic, democratic, and laissez-faire.
3. Contingency theories which argue the most effective leadership style depends on situational factors. This includes Fiedler's contingency theory and the normative decision model.
4. Transformational leadership which focuses on inspiring followers and change. In contrast, transactional leadership is based on an exchange between leader and follower.
AHBM Leadership
This document discusses different theories of leadership, including:
1. Trait theory - Claims leadership ability is innate and leaders are born, not made. It focuses on personal characteristics.
2. Style theory - Focuses on what leaders do, not their traits. Claims success depends on task-oriented or people-oriented leadership styles.
3. Contingency theory - Seeks to consider more variables. Suggests the most suitable leadership style depends on circumstances like the task, group, and environment. It discusses models by Fiedler, Handy, and Hersey and Blanchard.
Vision Of Leadership Philosophy Essay
This document discusses various aspects of leadership philosophy and models. It begins by outlining qualities of effective leaders such as having high standards, being supportive, inquisitive, involved, honest, and having integrity. It then discusses the roles and responsibilities of leaders, emphasizing the importance of self-awareness, values, trust, and being a lifelong learner. The document also examines narcissistic leadership and contrasts it with effective leadership. It analyzes several models of leadership, including trait, behavioral, contingency, and transformational approaches.
Module 3 - HomeLeadership Styles and The TribeModular Learni.docx
Module 3 - Home
Leadership Styles and The Tribe
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Compare transformational leadership to non-leadership (laissez-faire).
•SLP ◦Explore and discuss the impact of a transactional leadership environment on the tribal stage of an organization.
•Discussion ◦Apply the situational leadership style to tribal leadership.
◦Discuss the benefits and/or drawbacks of using situational leadership to increase an organization’s tribal stage to the next level.
◦Apply the non-leadership factor (laissez-faire) to tribal leadership.
◦Determine whether a non-leadership style (laissez-faire) impacts an organization’s tribal leadership stage negatively or positively.
Module Overview
We are at the half-way point in the course, and it is time to change gears from traits and skills; but we will continue to apply all the concepts we are studying to tribal leadership.
For Module 3, we will focus on leadership styles, including situational leadership, transformational leadership, transactional leadership, and even non-leadership (laissez-faire).
By now, the different parts of leadership theory we have studied will start to form the basis for strategic leadership decisions, especially as they apply to tribal leadership. With a large chunk of key leadership theories under our belt, we should have no trouble beginning to discern which approaches are best in certain situations and scenarios.
Module 3 - Background
Leadership Styles and The Tribe
Style Approach
Around the same time that Katz (1955) was questioning the trait theory of leadership in favor of a more skills-based approach, Stogdill (1948) was also looking for a better model to define what makes a leader. We discussed Stogdill’s work in Module 1 (his discovery that “…the traits of leaders around the world were not distinct from the traits of non-leaders”). As we discussed, this led him to explore characteristics beyond innate traits.
As the style approach was coming into focus, several important studies were conducted to learn more about “what leaders do and how they act” (Northouse, 2018, p. 69). What leaders do is classified as task behaviors, while how leaders act is classified as relationship behaviors. Among those important studies were the Ohio State Studies, which focused on the way leaders acted when they were leading, and the University of Michigan Studies, which focused on “the impact of leaders’ behaviors on the performance of small groups” (Northouse, 2018, p. 71). While both of these studies are critical parts of understanding leadership, they are covered heavily in elementary leadership studies, and will not be further explored in the context of strategic leadership. Instead, we will move on to the prevalent style-based theories that took hold as a result of these studies and the work of Stogdill and Katz (1948; 1955).
Situational Leadership
Hersey and ...
The theories of leadership
The theories of leadership TRAIT THEORY TRAIT THEORY VDL Theory MANAGERIAL GRID OHIO STATE STUDIES Michigan Studies Behavioral Theory
Similar to After you have read about Unilever Brazil in Chapter 12 of the Blu.docx (20)
Chapter 8 Organization LeadershipIntroductionGreat le
Chapter 8 Organization LeadershipIntroductionGreat le
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Chapter 8 Organization LeadershipIntroductionGreat le.docx
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Leadership Excellence for Managers and Heads of Strategic Business Units
Leadership Excellence for Managers and Heads of Strategic Business Units
5 LeadershipLearning ObjectivesAfter reading this chap.docx
5 LeadershipLearning ObjectivesAfter reading this chap.docx
Module 3 - HomeLeadership Styles and The TribeModular Learni.docx
Module 3 - HomeLeadership Styles and The TribeModular Learni.docx
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Complete the following tasks:
Read the following articles from the Cumulative Index to Nursing and Allied Health Literature (CINAHL) Database in the South University Online Library.
Lee, A., Craft-Rosenberg, M. (2010). Ineffective family participation in
professional care: A concept analysis of a proposed nursing
diagnosis.
Nurs Diagn
. 2002 Jan-Mar;
13
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16
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here
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Valerie Matsumotos Desperately Seeking Deirde Gender Roles, Mu.docx
Valerie Matsumoto's "Desperately Seeking "Deirde": Gender Roles, Multicultural Relations, and Nisei Women Writers of the 1930s," focuses on the writings of Deirde, a second generation Japanese American advice columnist. But as the abstract of this piece suggests, Matsumoto was not so much interested in the advice Deirde was giving her readers as much as she was interested in the questions her readers were asking the "Dear Abby"of their community in the mid-1930s to early 1940s. What were they asking about? From Deidre's columns, what were some of the concerns of the Japanese-American community during 1935-1941? While it is of extreme importance to study the experience of the Japanese-Americans during World War II , Matsumoto argues that it is also of importance to study the pre-war lives of Japanese-Americans. Why? What did these concerns reveal about the Japanese-American experience in the United States during this time period?
.
valerie is a 15 year old girl who has recently had signs of a high f.docx
valerie is a 15 year old girl who has recently had signs of a high fever, her parents took her to the ER and the test results say she has a bacterial infection and her white blood cells are trapping bacteria it is not binding with the vacuole and releasing necessarg enzymes to break the cell wall. What disease does valerie have?
.
Utilizing the Statement of Financial Position on page 196 of the Acc.docx
Utilizing the Statement of Financial Position on page 196 of the Accounting Fundamentals for Health Care Management text book (see attachement), compare the figures for 2013 and 2012. Compose a narrative of possible explanations for the documented charges in the year-end figures for the organization. Your response should be a minimum of 200 words in length and submitted in a Word document, utilizing APA format.
See attachment referencing Statement of Financial Position
.
Utech Company has income before irregular items of $307,500 for the .docx
Utech Company has income before irregular items of $307,500 for the year ended December 31, 2014. It also has the following items (before considering income taxes): (1) an extraordinary fire loss of $53,000 and (2) a gain of $27,100 from the disposal of a division. Assume all items are subject to income taxes at a 39% tax rate.
Prepare Utech Company’s income statement for 2014, beginning with “Income before irregular items.”
.
Using your work experience in the public and nonprofit sector, and t.docx
Using your work experience in the public and nonprofit sector, and the knowledge you have gained in this MPA program as a guide, address the following question in a detailed fashion:
What methods, specifically, have citizens utilized to influence and become involved in the budgeting and financial management arenas in the public sphere? Which movements or strategies have been most successful from a citizen perspective? To what degree do budgeting professionals and public administrators seek and consider this citizen involvement? What will be the trend for the future with regard to citizen participation in the process?
.
Using your textbook, provide a detailed and specific definition to.docx
Using your textbook, provide a detailed and specific definition to the following terms:
Transformation Leadership
Transactional Leadership
Laissez-Faire Leadership
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Idealized Consideration
Contingent Reward
Management by Exception
Kouzes and Posner wrote a book entitled the
Leadership Challenge
in which they identified five practices of exemplary leaders. Using your textbook and Internet sources, discuss the five practices and give examples of leadership behaviors that would illustrate the practice. (1 page minimum)
.
Using your text and at least one scholarly source, prepare a two to .docx
Using your text and at least one scholarly source, prepare a two to three page paper (excluding title and reference page), in APA format, on the following:
Explain the difference between Charity Care and Bad Debt in a healthcare environment.
Explain how the patient financial services personnel assist in determining which category the uncollectible account should be placed.
Discuss the financial implications of gross uncollectibles on the bottom line of the healthcare institution, and explain how these are recorded on the financial statements.
This is the textbook that we are on:
Epstein, L. & Schneider, A. (2014).
Accounting for Health Care Professionals
. San Diego, CA: Bridgepoint Education, Inc.
.
Using Walgreen Company as the target organization complete the.docx
Using
Walgreen Company
as the target organization complete the following three-step process:
First, conduct an external assessment and complete either an EFE or CPM. Use the following five websites in conducting your assessment:
http://marketwatch.com
www.hoovers.com
http://moneycentral.msn.com
http://us.etrade.com/e/t/invest/markets
http://globaledge.msu.edu/industries
Second, conduct an internal assessment and complete an IFE. Use the following documents, which may be found in the target organization’s corporate website:
Most current Form10K document
Most current Annual Report
Then develop a well-written paper describing the findings that you discovered by
analyzing the data
from the external assessment and from the internal assessment.
Present facts.
Consider putting some of the data into a graphical display (chart, figure, table) to present information in a clear way. Use citations to substantiate your ideas. Insert the completed matrixes as appendixes and reference them within the body of the paper according to APA standards.
Your paper should meet the following requirements:
Be 2-3 pages in length
Be formatted according to
APA GUIDELINES
Cite a minimum of three outside sources.
Include all required elements, including a reference page and required appendixes.
.
Using the text book and power point on Interest Groups, please ans.docx
Interest groups use various tactics to influence political parties and policymakers, including lobbying. There are different types of interest groups, with some being more powerful in certain states than others. Lobbyists represent interest groups and try to sway legislators through various approved methods outlined in the attached powerpoint presentation.
Using the template provided in attachment create your own layout.R.docx
Using the template provided in attachment create your own layout.
Review the Goals
Who is the Persona you are trying to reach?
Use the "How to Change Consumer Behavior" file
Integrate social media
A Twitter feed needs to be on the Home Page
Use a Site Architecture Excel File to let the IT Developer know sub menus
Simplify wherever you can. What is the 1 message you want the viewer to remember?
.
Using the simplified OOD methodologyWrite down a detailed descrip.docx
The document provides instructions for using the simplified Object-Oriented Design (OOD) methodology to design software for a police department. The methodology involves writing a description of the problem, identifying relevant nouns and verbs, selecting objects from the nouns and their data components, selecting operations from the verbs, and writing a paper proposing classes with data members and methods for tracking people, property, and criminal activity.
Using the text, Cognitive Psychology 5 edition (Galotti, 2014), .docx
Using the text,
Cognitive Psychology 5 edition
(Galotti, 2014), the University Library, the Internet, and/or other resources, answer the following questions. Your response to each question should be at least 150 words in length.
1.
What is primary memory? What are the characteristics of primary memory?
2.
What is the process of memory from perception to retrieval? What happens when the process is compromised?
3.Is it possible for memory retrieval to be unreliable? Why or why not? What factors may affect the reliability of one’s memory?
.
Using the Tana Basin in Kenya,1.Discuss the water sources and .docx
Using the Tana Basin in Kenya,
1.
Discuss the water sources and their quality - ( 5 marks)
2.
Outline the factors that influence their potential uses - (5 marks)
3.
Identify and map the current users of water in the catchment - (15 marks)
4.
Map the potential source of pollution in the catchment - (5 marks)
Need three pages APA format.
.
Using the template provided in a separate file, create your own la.docx
Using the template provided in a separate file, create your own layout.
Review the Goals
Who is the Persona you are trying to reach?
Use the "How to Change Consumer Behavior" file
Integrate social media
A Twitter feed needs to be on the Home Page
Use a Site Architecture Excel File to let the IT Developer know sub menus
Simplify wherever you can. What is the 1 message you want the viewer to remember?
.
Using the template provided in attachment create your own layo.docx
The document provides instructions for creating a website layout using the provided template, reviewing goals, identifying the target persona, integrating information from an attached file on changing consumer behavior, including a Twitter feed on the home page, using an Excel file to communicate the site architecture and submenus to developers, and simplifying the design to focus on one key message for viewers.
Using the Sex(abled) video, the sexuality section in the Falvo text.docx
Using the "Sex(abled) video, the sexuality section in the Falvo text (Chapter 12), and your own thoughts and experiences as context, describe prominent issues related to forming intimate relationships by people with intellectual disabilities. You may consider the viewpoints from caregivers and family members, educators, societal attitudes, counselors or support personnel, and viewpoints from people with disabilities. You may include disabilities outside of intellectual disabilities if you wish.
Watch Video: Sexuality and Relationships
.
Using the required and recommended resources from this week and last.docx
Using the required and recommended resources from this week and last, as well as ‘found’ resources, identify at least one specific example of groups or individuals in your community, state, or at the national level that exemplify the following themes and include a brief description of why you feel this example meets the concept. Add a link for any ‘found’ resources.
Works “with” young people rather than conducting activities “for” them.
Creates an atmosphere that sparks young people’s aspirations.
Digs deep and incorporates key elements of authentic youth involvement by making sure that:
Youth are valued and heard
Youth shape the action agenda
Youth build assets for and with each other
Why is it important for programs and or organizations to work “with” young people rather than “for” them?
.
Using the Internet, textbook or related resources, research the crea.docx
Using the Internet, textbook or related resources, research the creation and role of the Federal Reserve. Then in a 1-2 page paper, address the following:
When was the Federal Reserve created and for what purpose?
How does the Federal Reserve manipulate our economy to foster economic growth?
Research at
least three
specific policies instituted by the Federal Reserve.
Finally give an analysis as to why or why not you feel these policies were successful. Remember to support your position with cited sources
Due Sunday 11/30/14 at 11am CST, in APA format with APA bibliography
.
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Valerie Matsumotos Desperately Seeking Deirde Gender Roles, Mu.docx
Valerie Matsumotos Desperately Seeking Deirde Gender Roles, Mu.docx
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Using your work experience in the public and nonprofit sector, and t.docx
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Using your textbook, provide a detailed and specific definition to.docx
Using your text and at least one scholarly source, prepare a two to .docx
Using your text and at least one scholarly source, prepare a two to .docx
Using Walgreen Company as the target organization complete the.docx
Using Walgreen Company as the target organization complete the.docx
Using the text book and power point on Interest Groups, please ans.docx
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Using the template provided in attachment create your own layout.R.docx
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Using the simplified OOD methodologyWrite down a detailed descrip.docx
Using the simplified OOD methodologyWrite down a detailed descrip.docx
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After you have read about Unilever Brazil in Chapter 12 of the Blu.docx
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- 2. Master of Sports Leadership Program Chapter 12 Leading to Victory Week Eight Leadership Research As Kent and Chelladurai note, “While leadership has been an immensely popular area of study in industrial and organizational psychology, research on the topic of sport management has been largely focused on coaches rather than administrators.” Coaching Requires Leadership Management professor Dr. Judith Neal (University of New Haven) commented
- 3. that what we once called coaching is now more appropriately called leadership. Managing Versus Leading Leaders influence people to work to achieve the organization’s objectives. We frequently use manager and leader interchangeably. We shouldn’t, because they are not necessarily the same. Leading is one of the four management functions (along with planning, organizing, and controlling). Leadership Styles • Leadership style is the combination of traits, skills, and behaviors managers use to interact with employees. • In the 1930s, before behavior theory became popular, researchers at the University of Iowa studied leadership styles of managers and identified three basic styles. Three Leadership Styles • Autocratic. The manager makes the decisions, tells employees what to do,
- 4. and closely supervises them—theory X behavior. • Democratic. The manager encourages employee participation in decisions, works with them to determine what to do, and doesn’t supervise them closely—theory Y behavior. • Laissez-faire. The manager lets employees go about their business without much input. Employees decide what to do and take action, and the manager doesn’t follow up. Leadership Grid The leadership grid uses the same dimensions as the two- dimensional model; in the grid, these dimensions are called concern for production (the x axis) and concern for people (the y axis). The leadership grid identifies the ideal leadership style as having a high concern for both production and people. Figure 12.2 Leadership Grid Styles
- 5. (1,1) Impoverished leaders show low concern for both production and people. They do the minimum required to remain employed. (9,1) Authority-compliance leaders show a high concern for production and a low concern for people. They focus on getting the job done by treating people like machines. (1,9) Country club leaders show a low concern for production and a high concern for people. They strive to maintain a friendly atmosphere without much regard for production. (5,5) Middle-of-the-road leaders balance their concerns for production and people. They strive for performance and morale levels that are minimally satisfactory. (9,9) Team leaders show a high concern for both production and people. They strive for maximum performance and maximum employee satisfaction. Creating a 9,9 Situation Tony Dungy of the Indianapolis Colts has come close to creating an overall 9,9 situation. The players are happy to play for the Colts, and the team has been very productive on and off the field.
- 6. Figure 12.4 Continuum Model of Leadership 1. Leader makes decision and announces it to employees individually or in a group without discussion. 2. Leader makes decisions and sells it to employees through a presentation of why it’s a good idea. 3. Leader presents ideas and invites employees’ questions. 4. Leader presents tentative decision subject to change. 5. Leader presents problem, gets suggested solutions, and makes the decision. 6. Leader defines limits and asks the employees to make a decision. 7. Leader permits employees to make ongoing decisions within defined limits. Current Leadership Research • Current researchers focus on which behaviors make top-notch managers outstanding, even though the managers’ individual leadership styles may
- 7. vary dramatically. • These researchers have identified charismatic, transformational, transactional, and symbolic leaders. Charismatic Leaders • Charismatic leaders inspire loyalty, enthusiasm, and high levels of performance. Charismatic leaders have a vision and a strong personal commitment to their goals; they communicate their goals to others, display self-confidence, and are viewed as able to make the radical changes needed in order to reach the goals. • In our media-driven age, charismatic fits many contemporary leaders, including Lebron James (basketball), Derek Jeter (baseball), David Beckham (soccer), and Brett Favre (football). • Researchers A. Kent and P. Chelladurai found that charismatic leaders have a strong influence on employees’ commitment to the organization. (continued) Transformational Leaders • Transformational leaders create significant changes as they foster relationships and commitment from their employees.
- 8. • Pat Gillick of the Seattle Mariners is a transformational leader. When he arrived in 1999, the Mariners had just lost their three best and most popular players. Gillick was brought in to inspire the team and lead it to winning. He succeeded by finding players who were positive role models and who worked well together. Gillick also brought an attitude that winning should be fun—as he says, “Be positive. Be upbeat. Be supportive.” Transactional and Symbolic Leaders • Transactional leaders emphasize exchange. Exchange is about rewarding jobs well done. • Symbolic leaders establish and maintain a strong organizational culture. An organization’s workforce learns the organization’s culture (shared values, beliefs, and assumptions of how workers should behave in the organization) through its leadership. Vroom and Yetton • In the 1970s, Victor Vroom and Philip Yetton attempted to bridge the gap between leadership theory and managerial practice by developing a normative leadership model.
- 9. • Normative leaders use one of five decision-making styles appropriate for the situation. Vroom and Yetton identified the five leadership styles. Two are autocratic (AI and AII), two are consultative (CI and CII), and one is group-oriented (GII). Coaching Styles The late Vince Lombardi, the legendary football coach, used AI-style leadership. Does the AI style work today? It depends. Pat Summitt’s leadership style is quite similar to Lombardi’s. So is Bill Parcells’, who took the New York Giants to Super Bowl victories in 1986 and 1990. Other coaches prefer GII-style leadership. Phil Jackson, coach of the NBA- champion Chicago Bulls and Los Angeles Lakers, uses Zen-like philosophy to motivate and train his players. He has been blessed with superstar players, but he has also used a group attitude to produce results. Substitutes for Leadership Substitutes for leadership eliminate the need for a leader. In certain circumstances, three characteristics can counteract or neutralize
- 10. the efforts of leaders or render them unnecessary: 1. Characteristics of subordinates 2. Characteristics of the task 3. Characteristics of the organization Slide Number 1Chapter 12Leadership ResearchCoaching Requires LeadershipManaging Versus LeadingLeadership StylesThree Leadership StylesLeadership GridFigure 12.2Leadership Grid StylesCreating a 9,9 SituationFigure 12.4Continuum Model of LeadershipCurrent Leadership ResearchCharismatic LeadersTransformational LeadersTransactional and Symbolic LeadersVroom and YettonCoaching StylesSubstitutes for Leadership