Almquist leadership theory
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This document discusses charismatic leadership. It defines charismatic leadership as the ability to influence followers based on a supernatural gift and attractive powers. The document traces the history of charismatic leadership theories from Weber in the 1920s to more recent models. It notes that charismatic leadership can inspire commitment but also has weaknesses if not balanced with accountability. Examples of both positively and negatively viewed charismatic leaders are provided. The document concludes that charismatic leadership may be useful during organizational transition if the leader ensures accountability and vision alignment.
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Almquist leadership theory
This document discusses charismatic leadership. It defines charismatic leadership as the ability to influence followers based on a supernatural gift and attractive powers. The document traces the history of charismatic leadership theories from Weber in the 1920s to more recent models. It examines Conger's four-stage model of charismatic leadership and discusses strengths, weaknesses, examples, and recommendations for effective charismatic leadership.
Exploring scientific leadership
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
Ashford MGT321 Instructor Guidance Week 1
This document provides guidance for students in MGT321 Week 1. It outlines the learning objectives and activities for the week. Students will be introduced to leadership theories and traits through assigned readings, discussions, and a written assignment on the differences between leadership and management. Key theories discussed include power/influence approaches, contingency theory, and situational leadership theory. Students are provided guidelines for discussion posts and assignments. Recommended additional readings are also referenced.
Ashford MGT321 Instructor Guidance Week 2
This document provides guidance for students in Week 2 of an online leadership course. It outlines the learning objectives, activities and assignments for the week. Students will learn about contingency and situational leadership theories, and how to evaluate leadership styles based on individual personality traits and situational context. They will complete discussions on leadership case studies and a written self-reflection on personal leadership qualities. The document provides details on the assessments, resources and expectations for students' work.
Ashford MGT321 Instructor Guidance Week 4
This document provides guidance for week 4 of an organizational leadership course. It outlines the learning objectives and activities for the week, which include analyzing leader-follower interactions and different theories of motivation. Students are asked to complete discussions on the role of followers and motivation. Readings cover topics like followership, motivation, autonomy, and developing autonomy-supportive leadership behaviors. The document provides learning maps for the full course and notes for discussions, assignments, and resources.
Ashford MGT321 Instructor Guidance Week 3
This document provides guidance for students in Week 3 of an MGT321 leadership skills course. It outlines the learning objectives and activities for the week, which include discussions on emotional intelligence and business ethics, as well as a written assignment on servant leadership. It recommends related readings and emphasizes important notes about discussion and assignment requirements. The document also provides an overview of leadership assessment approaches, including trait, skills, style, situational, and transformational leadership theories.
Transformational Leadership
Transformational leadership is a process that inspires and motivates followers to achieve organizational goals. It was initially introduced by leadership expert James Macgregor Burns and further developed by Bernard Bass. There are four key components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. While transformational leadership has some limitations, it is an effective approach for transforming organizations.
A Review Of Transformational Leadership Models
The document discusses four leadership theories (charismatic, transformational, transactional, and Schein's organizational culture model) and their relationship to the Scholarship/Practice/Leadership (SPL) model. It describes the key components of each leadership theory, including their similarities and differences. It then explains how each theory fits within the three components of the SPL model, which emphasizes scholarly, practical, and leadership perspectives. The theories are analyzed in terms of how leaders can apply critical thinking (scholarship), connect research to practice, and accomplish goals (leadership).
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Almquist leadership theory
This document discusses charismatic leadership. It defines charismatic leadership as the ability to influence followers based on a supernatural gift and attractive powers. The document traces the history of charismatic leadership theories from Weber in the 1920s to more recent models. It examines Conger's four-stage model of charismatic leadership and discusses strengths, weaknesses, examples, and recommendations for effective charismatic leadership.
Exploring scientific leadership
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
Ashford MGT321 Instructor Guidance Week 1
This document provides guidance for students in MGT321 Week 1. It outlines the learning objectives and activities for the week. Students will be introduced to leadership theories and traits through assigned readings, discussions, and a written assignment on the differences between leadership and management. Key theories discussed include power/influence approaches, contingency theory, and situational leadership theory. Students are provided guidelines for discussion posts and assignments. Recommended additional readings are also referenced.
Ashford MGT321 Instructor Guidance Week 2
This document provides guidance for students in Week 2 of an online leadership course. It outlines the learning objectives, activities and assignments for the week. Students will learn about contingency and situational leadership theories, and how to evaluate leadership styles based on individual personality traits and situational context. They will complete discussions on leadership case studies and a written self-reflection on personal leadership qualities. The document provides details on the assessments, resources and expectations for students' work.
Ashford MGT321 Instructor Guidance Week 4
This document provides guidance for week 4 of an organizational leadership course. It outlines the learning objectives and activities for the week, which include analyzing leader-follower interactions and different theories of motivation. Students are asked to complete discussions on the role of followers and motivation. Readings cover topics like followership, motivation, autonomy, and developing autonomy-supportive leadership behaviors. The document provides learning maps for the full course and notes for discussions, assignments, and resources.
Ashford MGT321 Instructor Guidance Week 3
This document provides guidance for students in Week 3 of an MGT321 leadership skills course. It outlines the learning objectives and activities for the week, which include discussions on emotional intelligence and business ethics, as well as a written assignment on servant leadership. It recommends related readings and emphasizes important notes about discussion and assignment requirements. The document also provides an overview of leadership assessment approaches, including trait, skills, style, situational, and transformational leadership theories.
Transformational Leadership
Transformational leadership is a process that inspires and motivates followers to achieve organizational goals. It was initially introduced by leadership expert James Macgregor Burns and further developed by Bernard Bass. There are four key components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. While transformational leadership has some limitations, it is an effective approach for transforming organizations.
A Review Of Transformational Leadership Models
The document discusses four leadership theories (charismatic, transformational, transactional, and Schein's organizational culture model) and their relationship to the Scholarship/Practice/Leadership (SPL) model. It describes the key components of each leadership theory, including their similarities and differences. It then explains how each theory fits within the three components of the SPL model, which emphasizes scholarly, practical, and leadership perspectives. The theories are analyzed in terms of how leaders can apply critical thinking (scholarship), connect research to practice, and accomplish goals (leadership).
Transformational Leadership: Leadership for Education
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Leadership Identity Development Model
The document discusses leadership identity development models. It describes early theories that viewed leadership as traits or behaviors (great man, traits, behavioral, situational theories). Later theories saw leadership as relational, reciprocal and part of systems. The Leadership Identity Development model proposes leadership identity develops through 6 stages as awareness, exploration, leader identified, developing self, leadership differentiated, and generativity/integration. Developing leadership identity involves moving through these stages with support from mentors, reflection and experiential learning. Implications for supporting leadership development are assessment, advising, role of groups, and reflection.
Ashford MGT321 Instructor Guidance Week 5
This document provides guidance for Week 5 of an online course on leadership skills assessment. It outlines the learning objectives and activities for the week, which include discussions on leadership communication and teamwork, as well as a final written assignment. Students are instructed to focus on information and knowledge management, collaborative learning, and the role of teams. The document also provides recommendations for effective team design, including defining team purpose and roles, and creating an environment that facilitates collaboration, communication, and performance.
Transformational Leadership
Visionary leaders cultivate and communicate a shared vision, act with moral purpose to empower followers and raise them to higher levels, and foster resonance by valuing others and creating a positive environment where sustainable change can occur through developing new hierarchies and leadership within. Excellent schools have strong cultures with clear purposes that engage inhabitants in decision-making without self-interest, and leaders consistently call on teachers to do right things that prioritize values over self-interest.
Leadership (Directing)
This document defines leadership and discusses various leadership styles and theories. It begins by providing several definitions of leadership focusing on influencing groups towards common goals. It then describes informal versus formal leadership and different leadership roles and tasks. The document discusses factors that influence leadership effectiveness including the leader's personality, subordinates, tasks, and organizational culture. It outlines several leadership behaviors and styles including supportive, participative, instrumental, and achievement-oriented. Finally, it lists some major principles of leading such as harmonizing objectives and effective communication.
Ethical and effective leadership
This document discusses leadership and followership. It defines leadership as a process where an individual influences others towards a common goal. Leadership increases performance, productivity and profitability. Followers are partners with leaders in shaping goals and purposes. Research shows teams outperform individuals by providing complementary roles. The document then discusses various leadership styles, traits, qualities and challenges. It emphasizes that good leaders are both ethical and effective.
Transformational leadership II
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
The Full Range Leadership Model - a one page overview
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Transitioning from an employee to an authentic leader requires transformational change. With proper support and training, these future leaders can flourish within an organizational setting. The presenters will discuss the theoretical underpinnings of transformational leadership and share their experience in using this theory to design and implement a unique orientation program for new leaders.
Transformational leadership
The document discusses the basics of transformational leadership. It defines a leader as someone with a vision who communicates and implements that vision. It also outlines different leadership styles and tactics, and discusses the mind of a transformational leader. Specifically, it notes that transformational leaders lead by vision rather than tasks, and emphasizes qualities like thinking, preparation, and mentoring others. The final sections propose Project Vasundhara, which aims to transform society, the environment, and business through renewable energy and sustainable lifestyles. It encourages becoming a volunteer, donor, or teacher to spread the message of transformational leadership.
Paradigms of leadership
This document summarizes different theories of leadership, including foundational theories like trait, behavioral, power/influence, and contingency leadership. It also discusses newer paradigms like functionalist, social constructivist, critical, and postmodern leadership. Transformational leadership aims to foster change through motivation, while transactional leadership focuses on management and maintaining the status quo. Effective leadership requires understanding how power works within an organization and using both transformational and transactional approaches appropriately for the situation and culture. The social constructivist paradigm of leadership views it as socially developed and dependent on context.
Hi. i have research about the relationship between leadership le
This summary provides an overview of transformational leadership theory:
Transformational leadership is a process that changes and transforms people through exceptional influence. It involves engaging with followers in a way that raises motivation and morality in both leader and follower. In contrast to transactional leadership which focuses on exchanges, transformational leadership focuses on inspiring followers and helping them reach their fullest potential. Examples of transformational leaders include Gandhi and Ryan White. Research shows transformational leadership can result in positive psychological gains for both leaders and followers.
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Transformational Leadership
Transformational leadership was first introduced in 1978. It has been proven to produce positive organizational outcomes like productivity and innovation. However, not everyone is a transformational leader because it requires changing how one views the world, which is more difficult than changing outward behaviors or actions. The document discusses the history of leadership theories, characteristics of transformational leadership, stages of leadership development, and how to develop into a transformational leader through self-awareness, coaching, and leadership programs.
Ohio State Leadership Behaviour Theory
The document summarizes the Ohio State Leadership Studies, which identified two dimensions of leader behavior: consideration and initiating structure. Consideration refers to the degree to which a leader shows concern for their group members' welfare through friendliness and approachability. Initiating structure refers to the degree to which a leader defines roles and organizes work. The studies found that effective leaders exhibit both people-oriented consideration behaviors and task-oriented initiating structure behaviors.
Shared leadership skills
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions to complex issues by developing capabilities like engaging across boundaries, understanding interdependencies, and effective teamwork.
LMX_Thoeory_Vini
LMX theory focuses on the two-way relationships between leaders and followers. It suggests that leaders form two subgroups of followers - an in-group who receive more support and opportunities, and an out-group who receive only basic job-related support. Relationships between leaders and followers differ in quality, and the same leader may have different relationships with different subordinates. The theory holds that leaders should aim to develop high-quality relationships with as many subordinates as possible.
Lmx theory
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
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Ashford MGT321 Instructor Guidance Week 5
This document provides guidance for Week 5 of an online course on leadership skills assessment. It outlines the learning objectives and activities for the week, which include discussions on leadership communication and teamwork, as well as a final written assignment. Students are instructed to focus on information and knowledge management, collaborative learning, and the role of teams. The document also provides recommendations for effective team design, including defining team purpose and roles, and creating an environment that facilitates collaboration, communication, and performance.
Transformational Leadership
Visionary leaders cultivate and communicate a shared vision, act with moral purpose to empower followers and raise them to higher levels, and foster resonance by valuing others and creating a positive environment where sustainable change can occur through developing new hierarchies and leadership within. Excellent schools have strong cultures with clear purposes that engage inhabitants in decision-making without self-interest, and leaders consistently call on teachers to do right things that prioritize values over self-interest.
Leadership (Directing)
This document defines leadership and discusses various leadership styles and theories. It begins by providing several definitions of leadership focusing on influencing groups towards common goals. It then describes informal versus formal leadership and different leadership roles and tasks. The document discusses factors that influence leadership effectiveness including the leader's personality, subordinates, tasks, and organizational culture. It outlines several leadership behaviors and styles including supportive, participative, instrumental, and achievement-oriented. Finally, it lists some major principles of leading such as harmonizing objectives and effective communication.
Ethical and effective leadership
This document discusses leadership and followership. It defines leadership as a process where an individual influences others towards a common goal. Leadership increases performance, productivity and profitability. Followers are partners with leaders in shaping goals and purposes. Research shows teams outperform individuals by providing complementary roles. The document then discusses various leadership styles, traits, qualities and challenges. It emphasizes that good leaders are both ethical and effective.
Transformational leadership II
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
The Full Range Leadership Model - a one page overview
The document describes the Full Range Leadership Model, which provides behaviors for effective leadership. These behaviors include inspiring others, acting with integrity, building trust, encouraging innovative thinking, coaching others, rewarding achievement, and monitoring mistakes. The model evaluates leadership effectiveness using the Multi-Factor Leadership Questionnaire. Certain behaviors like fighting fires, avoiding involvement, and not rewarding achievement are ineffective when overused.
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Transitioning from an employee to an authentic leader requires transformational change. With proper support and training, these future leaders can flourish within an organizational setting. The presenters will discuss the theoretical underpinnings of transformational leadership and share their experience in using this theory to design and implement a unique orientation program for new leaders.
Transformational leadership
The document discusses the basics of transformational leadership. It defines a leader as someone with a vision who communicates and implements that vision. It also outlines different leadership styles and tactics, and discusses the mind of a transformational leader. Specifically, it notes that transformational leaders lead by vision rather than tasks, and emphasizes qualities like thinking, preparation, and mentoring others. The final sections propose Project Vasundhara, which aims to transform society, the environment, and business through renewable energy and sustainable lifestyles. It encourages becoming a volunteer, donor, or teacher to spread the message of transformational leadership.
Paradigms of leadership
This document summarizes different theories of leadership, including foundational theories like trait, behavioral, power/influence, and contingency leadership. It also discusses newer paradigms like functionalist, social constructivist, critical, and postmodern leadership. Transformational leadership aims to foster change through motivation, while transactional leadership focuses on management and maintaining the status quo. Effective leadership requires understanding how power works within an organization and using both transformational and transactional approaches appropriately for the situation and culture. The social constructivist paradigm of leadership views it as socially developed and dependent on context.
Hi. i have research about the relationship between leadership le
This summary provides an overview of transformational leadership theory:
Transformational leadership is a process that changes and transforms people through exceptional influence. It involves engaging with followers in a way that raises motivation and morality in both leader and follower. In contrast to transactional leadership which focuses on exchanges, transformational leadership focuses on inspiring followers and helping them reach their fullest potential. Examples of transformational leaders include Gandhi and Ryan White. Research shows transformational leadership can result in positive psychological gains for both leaders and followers.
Transformational leadership
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
Transformational Leadership
Transformational leadership was first introduced in 1978. It has been proven to produce positive organizational outcomes like productivity and innovation. However, not everyone is a transformational leader because it requires changing how one views the world, which is more difficult than changing outward behaviors or actions. The document discusses the history of leadership theories, characteristics of transformational leadership, stages of leadership development, and how to develop into a transformational leader through self-awareness, coaching, and leadership programs.
Ohio State Leadership Behaviour Theory
The document summarizes the Ohio State Leadership Studies, which identified two dimensions of leader behavior: consideration and initiating structure. Consideration refers to the degree to which a leader shows concern for their group members' welfare through friendliness and approachability. Initiating structure refers to the degree to which a leader defines roles and organizes work. The studies found that effective leaders exhibit both people-oriented consideration behaviors and task-oriented initiating structure behaviors.
Shared leadership skills
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions to complex issues by developing capabilities like engaging across boundaries, understanding interdependencies, and effective teamwork.
LMX_Thoeory_Vini
LMX theory focuses on the two-way relationships between leaders and followers. It suggests that leaders form two subgroups of followers - an in-group who receive more support and opportunities, and an out-group who receive only basic job-related support. Relationships between leaders and followers differ in quality, and the same leader may have different relationships with different subordinates. The theory holds that leaders should aim to develop high-quality relationships with as many subordinates as possible.
Lmx theory
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
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Similar to Almquist leadership theory
ReferencesBadshah, S. (2012). Historical study of leadership the.docx
References
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PIO kelompok 12-leadership [english version]
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
Leadership theories
The document discusses various theories and approaches to leadership. It covers trait theories, behavioral theories such as Ohio State studies and Michigan studies, contingency theories like Fiedler's and situational leadership, and substitutes for leadership. It also discusses sources of power, transformational leadership, and new approaches to leadership needed for today's turbulent environment.
Global Leadership development
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
Researching Leadership TheoryIn researching leadership theor.docx
Researching Leadership Theory
In researching leadership theories, there is no shortage of material, articles and books that outline the history of leadership theory development (Bolden et al 2003; Northouse, 2007; Bass, 2008). This phenomenal amount of literature reflects the vast array of different approaches being aired (Storey, 2004) as well as the wealth of knowledge that exists. There are “trait, behavioural, situational and attribution theories […] visionary, ethical, charismatic, and transactional versus transformational” theories (Abramson, 2007:115). Classical leadership theories have evolved through the 20th century from personality based, to behavioral to context based theories (Nahavandi, 2006). The majority of the literature seems to agree on the main developments in the history of leadership theory.
While the wealth of information is great, and many of the writings present coherent themes, there does not appear to be a single, exhaustive list of the major theories of leadership. To date, the most comprehensive work in this field is Yukl’s review of managerial leadership (1989) and House and Aditya’s review of leadership theories (1997). Thus, in order to better understand where the development of leadership theory stands today, the first challenge was the creation of a coherent outline of the theories of leadership to date. The choice of a chronological order has been made because existing knowledge influences knowledge being developed. This was needed to allow the wealth of academic knowledge to be placed in the reality of the field. An historical chronology offers the most realistic setting to review the development of leadership theories.
The Classic Leadership theories
Table 1 outlines these leadership theories applicable to the field in chronological (as much as is possible) order.
Leadership Theory
Outline description
Main writers
Great Man
The original leadership approach of leaders being born not made. Those certain individuals have exceptional qualities and are destined to lead. The situation brings out the leader.
Trait
People have certain natural traits which are more suited to leadership. Leadership traits can be listed. It is the combination of the right traits which makes a leader.
Stodgill, 1974
Behavioural
Leaders are made and not born. Leadership can be defined into certain behaviours which can be learned and developed
Skinner, 1967
Bandura, 1982
Situational/
Contingency
Situational theory sees leaders adapting their styles to the context and development level of their followers. Contingency theory proposes that it is situational factors together with the leaders style which determine the success of a leader.
Fiedler, 1964
House, 1974 Hersey, Blanchard, 1972
Path-Goal Theory
The successful leaders create structural paths which help followers attain their work goals
House, 1971
Charismatic
The personal charisma of an individual creates an intense emotional attachment for their followers.
Weber, 1947, Hou ...
N5311 servant leadership ppt
This document discusses servant leadership and its characteristics. It defines servant leadership as inspiring others through serving them and prioritizing their needs. The document outlines Robert Greenleaf's philosophy of servant leadership and its 10 key characteristics. It also discusses tools for assessing servant leadership qualities, such as the Barbuto-Wheeler Servant Leadership Questionnaire. The characteristics of empowering and encouraging others, serving their successes, and helping others are emphasized. The benefits of a servant leadership approach for creating a positive work environment and encouraging work-life balance are presented.
PersonalityLeadership LinkageThere is a link between an individ.docx
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
The Impact of Personality Traits of subordinates in their assessment of the F...
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass & Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in Transactional leadership style.
A Contemporary View Of Leadership
This document discusses theories of contemporary leadership. It examines leadership qualities necessary for success today, the impact of leadership on organizations, and the importance of moral leadership. The document outlines several modern leadership theories, including trait theory, situational approach, and path-goal theory. It emphasizes that leadership results from interaction between leaders and followers, and that different situations influence a leader's behavior.
Transformational leadership the impact on organisation and personal outcome(1)
The document discusses transformational leadership and its impact on organizational and personal outcomes. It begins by defining transformational leadership as inspiring followers to accomplish more than initially planned by aligning their values with the organization.
The literature review then examines the impact of transformational leadership on specific organizational outcomes like organizational citizenship behavior, culture, and vision. It also explores personal outcomes for followers such as empowerment, satisfaction, and motivation. Understanding these impacts can help transformational leaders influence behaviors that benefit the organization.
Running Head LITERATURE REVIEW ON LEADERSHIP 1LITERATURE RE.docx
Running Head: LITERATURE REVIEW ON LEADERSHIP
1
LITERATURE REVIEW ON LEADERSHIP
4
Leadership
Brandman University
Chad Hurt
OCLU 501: Organizational Research
21 November 2017Abstract
Knowledge does not exist in a vacuum; it has to be obtained from somewhere. Therefore a given work becomes only useful in comparison with other people’s work. This calls for the establishment of what the research study published in connection with the works of other researchers to analyze the development of the subject matter. This paper will present a critical review of the literature that was done in regard to the research questions about leadership. The objective of this literature review is to define leadership and to explain the roles and qualities of good leaders as backed up by scholarly documentation.
Table of Contents
3Introduction
4CRITICAL REVIEW
5Research questions
5Research Question One: Defining who a leader is
6Research Question Two: Stating what the Functions of Leaders are
7Research Question Three: Stating what the qualities of good leaders are
7Conclusion
9REFERENCES
CRITICAL REVIEW
The study will apply the deductive approach in critically reviewing the literature. The approach helps to identify theories and ideas to be used in testing and to develop a conceptual framework for testing the data.
According to James Macgregor (2003) leadership contribute quite much to civilization due to their transformative capabilities. Leaders are not just solvers of problems, but they are the people who can help the society move from one level to another through motivation and morality. Some documents on leadership have suggested that leaders are the people who not only ensure that they do things right but also they are seen doing the right thing. In this regard, which type of leaders would be perceived as doing what is right? This question could bring in some answers with a lot of variations in them, but one thing for sure that will be common is that leaders have one personality trait in them, a passion for leading, though different leaders use different styles to lead. There isn't a dearth of experts in the field of leadership or even sophistication of approaches, but still, there is no consensus on which leadership style is the most effective. As much as individual leadership styles do matter, leadership effectiveness is increasingly believed to be dependent on context and situational factors in which those particular leaders work. Research conducted on 160 CEOs justified that leadership is dependent not so much on what a person is like on the inside but by what the demands of the outside are. Considering temporal changes is essential in dynamics and patterns of leadership behaviors of the task they undertake when conceptualizing their styles effectiveness.
Research questions
The research will seek to answer the questions; who are a leader, what are the striking qualities of a good leader and what are their roles? The exploration of these questions ...
Discussion Board Forum RepliesIn ModulesWeeks 2, 4, 6, and 8 y.docx
Discussion Board Forum Replies:
In Modules/Weeks 2, 4, 6, and 8 you will be required to post a substantive reply of at least 250 words each to a minimum of 3 classmates’ threads. Expect to enter on-going dialogues with your classmates and be prepared to answer questions about your own selected topics. Student interaction on the Discussion Board is the key to success in this course.
·
You must use at least 1 peer-reviewed reference (not used in the original posting) in your response.
·
Use 3
rd
person.
·
Do not simply revisit what was discussed in the thread.
·
Only the substantive part of the response will be counted toward the word count.
Submit your replies by 11:59 p.m. (ET) on Monday of the assigned module/week.
Submit your replies for Discussion Board Forum 4 by 11:59 p.m. (ET) on
Friday
of Module/Week 8.
2 days ago
Scott Buber
Robert Greenleaf
Collapse
Top of Form
Forum 2 (Modules 3-4)
Key Term: Robert Greenleaf (Servant Leadership)
Definition
“Greenleaf, was CEO of AT&T [over 30] years ago, lecturer and teacher at Harvard and MIT, and author of
Servant Leadership
” (Gebhart, 1995)
Summary
Robert Greenleaf is best thought of as a revolutionary thinker in terms of how to lead others in both business and the community. “The emphasis in servant leadership theory is on leaders whose primary aim is to serve their followers while developing employees to their fullest potential in different areas such as task effectiveness, community stewardship, self-motivation, and also the development of their leadership capabilities.” (Dierendonck & Patterson, 2015, p. 119)
In today’s workplace, Greenleaf is often quoted and the inspiration for leading people in a way that brings about positive results. Greenleaf’s theory was relatively unproved until years later by a few scholars. These scholars conducted several studies to determine the true results of the relationship of servant-leaders and their direct reports in the workplace.
Discussion
In 1977, Greenleaf published a theory about how extraordinary leaders develop the desire to serve others before themselves. This trait in and of itself is what is called Servant Leadership. Servant-leaders do all that they can to provide the highest need of those they are leading before fulfilling their own needs. This theory of leadership is not a short-term solution for problems in the company. Servant leadership has been described “as including an altruistic calling, which is the motivation of leaders to put others’ needs and interests ahead of their own, and organizational stewardship, which is orienting others toward benefiting and serving the community.” (Dierendonck & Patterson, 2015, p. 119) Greenleaf has stressed the need to genuinely show concern for other people, businesses and communities altogether.
There is a “deep connection between servant leadership and compassionate love with the outgrowths of humility, gratitude, forgiveness and .
Module 3 leadership theories
The document discusses and compares transformational leadership and servant leadership theories. Transformational leadership was initially introduced by James MacGregor Burns in 1978 and focuses on motivating followers to achieve high performance. Servant leadership was introduced by Robert K. Greenleaf in 1971 and prioritizes serving followers' needs first to help them grow. Both styles share similarities like considering individuals and building community, but transformational leadership can be learned while servant leadership is more of a lifestyle. The document provides examples of applying these leadership styles for school leaders to enhance staff and student success.
Definition Of People Oriented Leadership Essay
This document discusses and compares the leadership styles of two famous college basketball coaches: Bobby Knight and Mike Krzyzewski. While both were very successful coaches who won national championships, their styles differed greatly. Knight was known for his outrageous and unacceptable behavior towards players and fans, while Krzyzewski mentored his players and led with integrity. The document examines how their differing approaches to leadership impacted their coaching careers over time. It suggests Krzyzewski's integrity-based leadership built more confidence from his team compared to Knight's volatile style.
Similar to Almquist leadership theory (20)
ReferencesBadshah, S. (2012). Historical study of leadership the.docx
ReferencesBadshah, S. (2012). Historical study of leadership the.docx
A leadership critique :TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP
A leadership critique :TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP
Researching Leadership TheoryIn researching leadership theor.docx
Researching Leadership TheoryIn researching leadership theor.docx
PersonalityLeadership LinkageThere is a link between an individ.docx
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The Impact of Personality Traits of subordinates in their assessment of the F...
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Transformational leadership the impact on organisation and personal outcome(1)
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Running Head LITERATURE REVIEW ON LEADERSHIP 1LITERATURE RE.docx
Running Head LITERATURE REVIEW ON LEADERSHIP 1LITERATURE RE.docx
Discussion Board Forum RepliesIn ModulesWeeks 2, 4, 6, and 8 y.docx
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Almquist leadership theory
- 1. Charismatic Leadership Sarah Almquist, RN, BSN, CAPA The University of Texas at Arlington College of Nursing In partial fulfillment of the requirements of N5311 Nursing Management in the Health Care Environment Sharon Judkins, RN, PhD, NEA-BC July, 28, 2013
- 2. Leadership Defined: Gibson (2012) McLaurin & Al Amri (2008) The Handbook of Leadership (1990)
- 3. Charisma From the Greek word χάρισμα = gift (Gibson et al., 2012) Charismatic leadership defined: “The ability to influence followers based on a supernatural gift and attractive powers. Followers enjoy being with the charismatic leader because they feel inspired, correct and important” (Gibson et al., 2012, p. 351).
- 4. History 1920 –Weber Initial development 1977 – House Five key behavioral traits 1992 – Robbins Four key personality traits (McLaurin & Bushanain, 2008)
- 5. Conger’s Model of Charismatic Leadership (Gibson et al., 2012)
- 6. Charismatic Leadership Lack of theoretical and research work Concept is ambiguous and abstract (Gibson et al., 2012) Sometimes based on trait theory (Takala et al., 2012) Identifies specific physical, mental and personality traits associated with successful leadership (Gibson et al., 2012)
- 7. Strengths Charismatic leaders: Inspire confidence, commitment and enthusiasm Develop and articulate clear visions Can be extremely effective and often receive high levels of obedience (McLaurin & Bushanain, 2008) Can profoundly impact organizations and even entire societies (Lapierre et al., 2012)
- 8. Weaknesses Difficult to find charismatic leaders Could become exploitative of followers May value personal gain over organizational success Opinions are often unchallenged Narcissism Lack of Accountability (Lapierre et al., 2012)
- 9. Examples John F. Kennedy Adolf Hitler Walt Disney Jim Jones Barack Obama Martin Luther King, Jr.
- 10. Personal Perspective Successful charismatic leadership requires high ethical standards Lack of employee involvement Effect of modern media (Takala et al., 2012)
- 11. Usefulness in Modern Management Organizational distress or transition Inspiration Motivation Rhetorical skills Spoken and written Martin Luther King, Jr. (“Charismatic leadership (Weber)”, 2013)
- 12. Recommendations for Use Inspiration and motivation Conger’s four-stage model Well-suited for organizational transition Promotes positive change Assist with vision formation and articulation Ensure trusted advisors and accountability (Gibson et al., 2012)
- 13. Questions??
- 14. References Bass, B. M. (1990). Stogdill’s Handbook of Leadership. NewYork, NY: Free Press. Charismatic leadership (Weber). (2013). Retrieved July 28, 2013, from http://www.12manage.com/methods_weber_charismatic_leadership.html Gibson, J. L., Ivancevich, J. M., Donnelly, Jr, J. H., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). NewYork, NY: McGraw-Hill. Lapierre, L. M., Bremner, N. L., & McMullan, A. D. (2012). Strength in Numbers How Employees' Acts of Followership Can InfluenceTheir Manager's Charismatic Leadership Behavior. Zeitschrift Fur Psychologie, 220(4), 251-261. McLaurin, J., & Al Amri, M. (2008). Developing an understanding of charismatic and transformational leadership. Allied Academies International Conference: Proceedings OfThe Academy Of Organizational Culture, Communications & Conflict (AOCCC), 13(2), 15-19. Takala,T.,Tanttu, S., Lämsä, A., &Virtanen,A. (2013). Discourses of Charisma: Barack Obama's First 6 Months as the President of the USA. Journal Of Business Ethics, 115(1), 149-166. doi:10.1007/s10551-012-1389-0