The document discusses trait theory of leadership, which focuses on identifying innate qualities and characteristics that differentiate leaders from non-leaders. It reviews several landmark studies from the 1940s-1990s that identified traits commonly associated with leadership, such as intelligence, self-confidence, determination, integrity, and sociability. While trait theory provides insights into the personal qualities of leaders, it has been criticized for failing to account for situational influences and for lacking a definitive list of essential leadership traits.
The document discusses organizational design and different types of organizational structures. It describes how contingency factors like strategy, external environment, technical processes and size influence organizational design. It also explains functional, divisional, hybrid, matrix and evolving organizational forms like self-managing teams and virtual organizations. International and ethical aspects of organizational design are also covered.
The Leader-Member Exchange Model (LMX) explores the relationships between managers and team members. Managers assess members' abilities and divide them into in-groups and out-groups. In-group members maintain close relationships with managers, receiving high responsibilities, decision-making opportunities, and motivation. Out-group members receive low responsibilities and limited access to resources and opportunities. Visionary leaders identify these groups to locate problems and look for ways to motivate out-group members, such as providing equal training, development, and goal setting to improve performance and working relationships.
The document discusses the contingency leadership theory, which states that there is no single best leadership style and that the optimal leadership approach depends on situational factors. It provides examples of situational factors like the task structure, the leader's traits, and the followers' needs. The document also summarizes several contingency models of leadership and notes strengths like its predictive ability but also limitations like sometimes failing to fully explain leadership effectiveness.
The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership.
There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
The contingency approach stresses the need for flexibility and adaptation of management practices and ideas to suit changing circumstances. It believes that no two situations are identical, so each requires a unique solution. Managers must be adaptable and flexible in their techniques to solve problems. As an example, the construction approach for one building may not work for another that requires a different strategy. The contingency approach advocates drawing from past and present management ideas like a "smorgasbord" to suit the specific needs of the business environment.
Rensis Likert identified four main leadership styles based on how decisions are made and the degree to which people are involved: exploitative-authoritative, benevolent-authoritative, consultative, and participative. The exploitative-authoritative style uses fear and threats with top-down decision making. The benevolent-authoritative style uses rewards but restricts upward communication. The consultative style offers rewards and punishments with some wider involvement in decisions. The participative style encourages open communication and group decision making to achieve high productivity and good labor relations.
The document provides an overview of leader-member exchange (LMX) theory. It defines LMX theory as focusing on the interactive relationship between a leader and subordinates. The theory proposes that leaders form distinct relationships, either in-groups or out-groups, with subordinates. In-groups receive more privileges and resources while out-groups receive the minimum. The document outlines the phases of LMX relationships, benefits of high-quality LMX, strengths and weaknesses of the theory, and provides examples of how LMX can be applied and measured in organizations.
The document discusses trait theory of leadership, which focuses on identifying innate qualities and characteristics that differentiate leaders from non-leaders. It reviews several landmark studies from the 1940s-1990s that identified traits commonly associated with leadership, such as intelligence, self-confidence, determination, integrity, and sociability. While trait theory provides insights into the personal qualities of leaders, it has been criticized for failing to account for situational influences and for lacking a definitive list of essential leadership traits.
The document discusses organizational design and different types of organizational structures. It describes how contingency factors like strategy, external environment, technical processes and size influence organizational design. It also explains functional, divisional, hybrid, matrix and evolving organizational forms like self-managing teams and virtual organizations. International and ethical aspects of organizational design are also covered.
The Leader-Member Exchange Model (LMX) explores the relationships between managers and team members. Managers assess members' abilities and divide them into in-groups and out-groups. In-group members maintain close relationships with managers, receiving high responsibilities, decision-making opportunities, and motivation. Out-group members receive low responsibilities and limited access to resources and opportunities. Visionary leaders identify these groups to locate problems and look for ways to motivate out-group members, such as providing equal training, development, and goal setting to improve performance and working relationships.
The document discusses the contingency leadership theory, which states that there is no single best leadership style and that the optimal leadership approach depends on situational factors. It provides examples of situational factors like the task structure, the leader's traits, and the followers' needs. The document also summarizes several contingency models of leadership and notes strengths like its predictive ability but also limitations like sometimes failing to fully explain leadership effectiveness.
The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership.
There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
The contingency approach stresses the need for flexibility and adaptation of management practices and ideas to suit changing circumstances. It believes that no two situations are identical, so each requires a unique solution. Managers must be adaptable and flexible in their techniques to solve problems. As an example, the construction approach for one building may not work for another that requires a different strategy. The contingency approach advocates drawing from past and present management ideas like a "smorgasbord" to suit the specific needs of the business environment.
Rensis Likert identified four main leadership styles based on how decisions are made and the degree to which people are involved: exploitative-authoritative, benevolent-authoritative, consultative, and participative. The exploitative-authoritative style uses fear and threats with top-down decision making. The benevolent-authoritative style uses rewards but restricts upward communication. The consultative style offers rewards and punishments with some wider involvement in decisions. The participative style encourages open communication and group decision making to achieve high productivity and good labor relations.
The document provides an overview of leader-member exchange (LMX) theory. It defines LMX theory as focusing on the interactive relationship between a leader and subordinates. The theory proposes that leaders form distinct relationships, either in-groups or out-groups, with subordinates. In-groups receive more privileges and resources while out-groups receive the minimum. The document outlines the phases of LMX relationships, benefits of high-quality LMX, strengths and weaknesses of the theory, and provides examples of how LMX can be applied and measured in organizations.
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
contemporary issues in leadership (Chapter No. 13 )Qamar Farooq
This document discusses contemporary leadership theories and approaches. It contrasts traditional views of leadership with more modern perspectives that emphasize the importance of communication and influence. Two major contemporary theories discussed are charismatic leadership, where leaders display heroic behaviors, and transformational leadership, where leaders inspire followers to pursue organizational goals. The document also covers topics like trust, ethics, mentoring roles and challenges of online leadership.
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
Fiedler's Contingency Model, Path Goal and Situational TheoriesSree Lakshmi C S
Fiedler's contingency model, path-goal theory, and situational leadership theory all provide frameworks for understanding effective leadership based on situational factors. Fiedler's model matches leadership style to situational favorability. Path-goal theory focuses on how a leader influences subordinates to achieve goals based on their characteristics and the work environment. Situational leadership theory proposes that effective leadership requires assessing follower readiness and adapting the level of task behavior and relationship behavior accordingly.
The document summarizes different approaches to leadership including traits, situational, functional, relational, transformational, and charismatic leadership. It discusses key theories and models within each approach. For example, it describes Fiedler's contingency model of leadership and its factors that influence a leader's effectiveness. It also outlines the five primary characteristics of transformational leadership: being creative, interactive, visionary, empowering, and passionate.
This chapter introduces the concept of leadership and how it differs from management. It defines leadership as an influence relationship among leaders and followers intended to create real change. Leadership involves people, influence, change, shared purpose, and personal responsibility. The biggest challenge for today's leaders is adapting to a changing world that demands a new leadership paradigm focused on empowerment, collaboration, diversity, and higher purpose over control and personal ambition. While management focuses on maintaining stability and efficiency, leadership is about creating vision, inspiring others, and driving change within a culture of integrity. Both management and leadership skills are generally needed for organizations to be effective.
Leadership can be defined as influencing others towards achieving a goal. A leader must have a deep commitment to the goal, be able to visualize the goal as achieved, and gain the trust of followers. There are several theories of leadership, including trait theories that focus on identifying personality traits linked to success, behavioral theories that evaluate successful leadership behaviors and styles, and contingency theories that recognize there is no single best leadership style and the style must fit the situation. Effective leaders create an empowering environment, act on principles, and can be made through desire and willpower rather than being born with leadership qualities.
Basic approaches to leadership slides pptxOsama Yousaf
This document provides an overview of several approaches and theories of leadership. It begins by defining leadership as the ability to influence and persuade others towards achieving goals. It distinguishes leadership from management, describing managers as implementing visions and strategies while leaders establish direction. The document then summarizes several theories: trait theories focus on innate qualities; behavioral theories examine specific leader behaviors; contingency theories propose that leadership effectiveness depends on matching style to situational factors. Additionally, it outlines studies such as Ohio State, Michigan, and Fiedler's contingency model. In the end, the document emphasizes that effective leadership requires translating vision into reality and gaining followers' commitment.
The document defines organizational structure and organizational design. It discusses the key elements of organizational design including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then covers the purposes of organizing and different types of departmentalization. The document also discusses mechanistic versus organic organizational structures and how contingency factors like strategy, size, technology, and environmental uncertainty influence organizational design decisions.
The document discusses several contingency leadership theories:
1) Fiedler's contingency theory states that leadership effectiveness depends on how well the leader's style fits the situation, based on factors like leader-member relations and task structure.
2) House's path-goal theory describes how leaders can motivate followers by selecting a leadership style that meets their needs, such as directive, supportive, participative, or achievement-oriented.
3) Hersey and Blanchard's situational leadership theory focuses on matching leadership style to follower maturity levels, from directing to delegating as maturity increases.
4) Vroom and Yetton's normative decision model provides styles from autocratic to group-based depending on factors like decision
The document defines charismatic leadership and compares it to transformational leadership. It states that charismatic leadership involves a leader who gathers followers through personality and charm rather than formal authority. Key qualities of charismatic leaders are vision, speech abilities, high principles, emotional sensitivity, and personality. Charismatic leadership can drive change but relies heavily on the leader and may lack clarity or misarticulate goals. Transformational leadership differs in that it inspires change through a shared vision and encourages teamwork and commitment to shared goals rather than dependency on the leader.
The document discusses organizational structure and how it relates to employee behavior. It defines organizational structure as how job tasks are divided and coordinated. There are six key elements that define an organization's structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. An organization's structure can be simple, bureaucratic, matrix, team-based, virtual, or boundaryless. The factors that influence organizational design include strategy, size, technology, and environment.
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from non leaders.
Researchers began to wonder if there was something unique in the way that effective leaders behave.
Trait and behavioral theories differ in terms of their underlying assumptions.
The document summarizes several theories of leadership:
1. Great Man Theory and Trait Theory propose that leaders are born with innate qualities and traits. Behavioural theories focus on identifying specific leadership behaviors.
2. Contingency theories emphasize that leadership effectiveness depends on factors like the leader's style and qualities matching the demands of the situation. Fiedler's contingency model and Hersey-Blanchard's situational leadership theory are discussed.
3. Other theories covered include path-goal theory, leader-member exchange theory, and Vroom-Yetton decision making model. Overall, the document provides an overview of several prominent leadership theories from different eras.
Transactional leadership emphasizes results, stay within the existing structure of an organization and measures success according to that organization’s system of rewards and penalties.
transactional leaders famous examples
people who are transactional leaders
transactional vs transformational leadership
transactional leadership style examples
famous transactional leader
transactional vs transformational
weakness of transactional leadership
who is a transactional leader
Assumptions of Transactional Theory
people who are transactional leaders
transactional vs transformational leadership
examples of transactional leaders today
transactional leaders examples
history of transactional leadership theory
transactional leadership theory pdf
articles on transactional leadership theory
transactional leaders famous examples
Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Leadership Styles
Trait Theory
LMX Theory
Transformational Leadership
Continuum of Leadership Behaviour
Likert’s Management System
people who are transactional leaders
example of a transactional leader
famous transactional leaders
transactional leaders famous examples
people who were transactional leader
characteristics of a transactional leader
transactional vs transformational leadership
transactional leadership theory
The document summarizes a case study on Mintzberg's managerial roles about a manager named Mr. Ali Haider. It describes his background, career history managing multiple family businesses, and future plans. It then analyzes the 10 managerial roles identified by Mintzberg in how they apply to Mr. Haider's management approach. The roles are categorized into interpersonal, informational, and decisional. The document concludes with the group's observations on shadowing Mr. Haider and getting insights into his ambitious yet philanthropic approach to education management.
This document discusses different leadership styles including intellectual, autocratic, democratic, charismatic, transformational, and transactional leadership. It also discusses theories of leadership including the trait theory, managerial grid theory, and situational leadership model. The group members for this project are Himani, Jaskirat, and Harleen.
This document discusses principles of management including authority, power, delegation, decentralization, and empowerment. It defines authority as the formal right of a superior to command subordinates and identifies two views of its sources: classical/legalistic and human relations/acceptance. It distinguishes authority from power, noting authority is narrower in scope and based on position while power is wider and based on individual ability. It outlines advantages and barriers to delegating authority as well as decentralizing decision making authority. Empowerment gives employees authority to make decisions through participation, access to information, and responsibility.
The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These include: 1) impoverished leadership with low concern for both people and production; 2) task management with high concern for production and low concern for people; 3) middle of the road with moderate concern for both; 4) country club with high concern for people and low concern for production; and 5) team management with high concern for both people and production, which is considered the most effective style.
This document discusses Donald Hanna's research interests which include organizational models that support innovation and change, the importance of leadership and vision, and social interaction in learning. It provides an overview of his work at the Open University of Catalunya including publications and funding proposals. Hanna thanks colleagues at the university and outlines his interest in fostering a learning culture through strategies toward excellence such as changing organizational structures and services to support learners.
This document discusses ambiguity models as applied to organizations like schools. Key points:
- Ambiguity models stress unclear goals, uncertain processes, and fragmentation within organizations. Relationships between subgroups are loosely coupled and unpredictable.
- The garbage can model views decision making as problems, solutions, participants, and choices interacting randomly. Goals are not clear, and decisions emerge from this interaction rather than rational planning.
- An example is a school that amalgamated three schools. It had unclear aims that staff did not share, disagreements over teaching approaches, and divided loyalty among staff. Decision making was unpredictable.
- Ambiguity models see organizational structure and goals as problematic due to external pressures, interpretations, and
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
contemporary issues in leadership (Chapter No. 13 )Qamar Farooq
This document discusses contemporary leadership theories and approaches. It contrasts traditional views of leadership with more modern perspectives that emphasize the importance of communication and influence. Two major contemporary theories discussed are charismatic leadership, where leaders display heroic behaviors, and transformational leadership, where leaders inspire followers to pursue organizational goals. The document also covers topics like trust, ethics, mentoring roles and challenges of online leadership.
What is Leadership?
Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.
Leadership is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions.
Fiedler's Contingency Model, Path Goal and Situational TheoriesSree Lakshmi C S
Fiedler's contingency model, path-goal theory, and situational leadership theory all provide frameworks for understanding effective leadership based on situational factors. Fiedler's model matches leadership style to situational favorability. Path-goal theory focuses on how a leader influences subordinates to achieve goals based on their characteristics and the work environment. Situational leadership theory proposes that effective leadership requires assessing follower readiness and adapting the level of task behavior and relationship behavior accordingly.
The document summarizes different approaches to leadership including traits, situational, functional, relational, transformational, and charismatic leadership. It discusses key theories and models within each approach. For example, it describes Fiedler's contingency model of leadership and its factors that influence a leader's effectiveness. It also outlines the five primary characteristics of transformational leadership: being creative, interactive, visionary, empowering, and passionate.
This chapter introduces the concept of leadership and how it differs from management. It defines leadership as an influence relationship among leaders and followers intended to create real change. Leadership involves people, influence, change, shared purpose, and personal responsibility. The biggest challenge for today's leaders is adapting to a changing world that demands a new leadership paradigm focused on empowerment, collaboration, diversity, and higher purpose over control and personal ambition. While management focuses on maintaining stability and efficiency, leadership is about creating vision, inspiring others, and driving change within a culture of integrity. Both management and leadership skills are generally needed for organizations to be effective.
Leadership can be defined as influencing others towards achieving a goal. A leader must have a deep commitment to the goal, be able to visualize the goal as achieved, and gain the trust of followers. There are several theories of leadership, including trait theories that focus on identifying personality traits linked to success, behavioral theories that evaluate successful leadership behaviors and styles, and contingency theories that recognize there is no single best leadership style and the style must fit the situation. Effective leaders create an empowering environment, act on principles, and can be made through desire and willpower rather than being born with leadership qualities.
Basic approaches to leadership slides pptxOsama Yousaf
This document provides an overview of several approaches and theories of leadership. It begins by defining leadership as the ability to influence and persuade others towards achieving goals. It distinguishes leadership from management, describing managers as implementing visions and strategies while leaders establish direction. The document then summarizes several theories: trait theories focus on innate qualities; behavioral theories examine specific leader behaviors; contingency theories propose that leadership effectiveness depends on matching style to situational factors. Additionally, it outlines studies such as Ohio State, Michigan, and Fiedler's contingency model. In the end, the document emphasizes that effective leadership requires translating vision into reality and gaining followers' commitment.
The document defines organizational structure and organizational design. It discusses the key elements of organizational design including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then covers the purposes of organizing and different types of departmentalization. The document also discusses mechanistic versus organic organizational structures and how contingency factors like strategy, size, technology, and environmental uncertainty influence organizational design decisions.
The document discusses several contingency leadership theories:
1) Fiedler's contingency theory states that leadership effectiveness depends on how well the leader's style fits the situation, based on factors like leader-member relations and task structure.
2) House's path-goal theory describes how leaders can motivate followers by selecting a leadership style that meets their needs, such as directive, supportive, participative, or achievement-oriented.
3) Hersey and Blanchard's situational leadership theory focuses on matching leadership style to follower maturity levels, from directing to delegating as maturity increases.
4) Vroom and Yetton's normative decision model provides styles from autocratic to group-based depending on factors like decision
The document defines charismatic leadership and compares it to transformational leadership. It states that charismatic leadership involves a leader who gathers followers through personality and charm rather than formal authority. Key qualities of charismatic leaders are vision, speech abilities, high principles, emotional sensitivity, and personality. Charismatic leadership can drive change but relies heavily on the leader and may lack clarity or misarticulate goals. Transformational leadership differs in that it inspires change through a shared vision and encourages teamwork and commitment to shared goals rather than dependency on the leader.
The document discusses organizational structure and how it relates to employee behavior. It defines organizational structure as how job tasks are divided and coordinated. There are six key elements that define an organization's structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. An organization's structure can be simple, bureaucratic, matrix, team-based, virtual, or boundaryless. The factors that influence organizational design include strategy, size, technology, and environment.
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from non leaders.
Researchers began to wonder if there was something unique in the way that effective leaders behave.
Trait and behavioral theories differ in terms of their underlying assumptions.
The document summarizes several theories of leadership:
1. Great Man Theory and Trait Theory propose that leaders are born with innate qualities and traits. Behavioural theories focus on identifying specific leadership behaviors.
2. Contingency theories emphasize that leadership effectiveness depends on factors like the leader's style and qualities matching the demands of the situation. Fiedler's contingency model and Hersey-Blanchard's situational leadership theory are discussed.
3. Other theories covered include path-goal theory, leader-member exchange theory, and Vroom-Yetton decision making model. Overall, the document provides an overview of several prominent leadership theories from different eras.
Transactional leadership emphasizes results, stay within the existing structure of an organization and measures success according to that organization’s system of rewards and penalties.
transactional leaders famous examples
people who are transactional leaders
transactional vs transformational leadership
transactional leadership style examples
famous transactional leader
transactional vs transformational
weakness of transactional leadership
who is a transactional leader
Assumptions of Transactional Theory
people who are transactional leaders
transactional vs transformational leadership
examples of transactional leaders today
transactional leaders examples
history of transactional leadership theory
transactional leadership theory pdf
articles on transactional leadership theory
transactional leaders famous examples
Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Leadership Styles
Trait Theory
LMX Theory
Transformational Leadership
Continuum of Leadership Behaviour
Likert’s Management System
people who are transactional leaders
example of a transactional leader
famous transactional leaders
transactional leaders famous examples
people who were transactional leader
characteristics of a transactional leader
transactional vs transformational leadership
transactional leadership theory
The document summarizes a case study on Mintzberg's managerial roles about a manager named Mr. Ali Haider. It describes his background, career history managing multiple family businesses, and future plans. It then analyzes the 10 managerial roles identified by Mintzberg in how they apply to Mr. Haider's management approach. The roles are categorized into interpersonal, informational, and decisional. The document concludes with the group's observations on shadowing Mr. Haider and getting insights into his ambitious yet philanthropic approach to education management.
This document discusses different leadership styles including intellectual, autocratic, democratic, charismatic, transformational, and transactional leadership. It also discusses theories of leadership including the trait theory, managerial grid theory, and situational leadership model. The group members for this project are Himani, Jaskirat, and Harleen.
This document discusses principles of management including authority, power, delegation, decentralization, and empowerment. It defines authority as the formal right of a superior to command subordinates and identifies two views of its sources: classical/legalistic and human relations/acceptance. It distinguishes authority from power, noting authority is narrower in scope and based on position while power is wider and based on individual ability. It outlines advantages and barriers to delegating authority as well as decentralizing decision making authority. Empowerment gives employees authority to make decisions through participation, access to information, and responsibility.
The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These include: 1) impoverished leadership with low concern for both people and production; 2) task management with high concern for production and low concern for people; 3) middle of the road with moderate concern for both; 4) country club with high concern for people and low concern for production; and 5) team management with high concern for both people and production, which is considered the most effective style.
This document discusses Donald Hanna's research interests which include organizational models that support innovation and change, the importance of leadership and vision, and social interaction in learning. It provides an overview of his work at the Open University of Catalunya including publications and funding proposals. Hanna thanks colleagues at the university and outlines his interest in fostering a learning culture through strategies toward excellence such as changing organizational structures and services to support learners.
This document discusses ambiguity models as applied to organizations like schools. Key points:
- Ambiguity models stress unclear goals, uncertain processes, and fragmentation within organizations. Relationships between subgroups are loosely coupled and unpredictable.
- The garbage can model views decision making as problems, solutions, participants, and choices interacting randomly. Goals are not clear, and decisions emerge from this interaction rather than rational planning.
- An example is a school that amalgamated three schools. It had unclear aims that staff did not share, disagreements over teaching approaches, and divided loyalty among staff. Decision making was unpredictable.
- Ambiguity models see organizational structure and goals as problematic due to external pressures, interpretations, and
The document outlines an upcoming university course on teaching and learning strategies for adolescents, including topics such as 21st century learning, cooperative learning models, differentiation, reflective practice, and quality curriculum design. The course will utilize various interactive teaching methods and assessments to introduce pre-service teachers to current approaches for engaging and supporting adolescent learners.
Knowledge and complexity perspective of human capital managementAmjad Adib
This document discusses knowledge management and complexity perspectives in human capital management. It provides overviews of knowledge management, complexity science approaches, and social network analysis. Key points covered include definitions of knowledge management, complexity driving forces, knowledge management processes, and using social network analysis to map relationships and flows of knowledge. The goal is to understand how to optimize organizational configuration to maximize competitive advantages.
The document discusses developing a more coherent and engaging common semester curriculum for undergraduate students at AUT. It addresses issues related to curriculum structure, resources, relationship between courses and disciplines, and student learning outcomes. The document advocates developing the curriculum based on constructive alignment of learning outcomes, assessments and teaching methods, with a focus on deep learning approaches that integrate ideas and relate evidence to conclusions.
Critical thinking and teacher behavior stefan rathertStefan Rathert
The document discusses factors that impede and promote critical thinking in educational settings. It identifies several factors that can impede critical thinking, such as a focus on rules and order, conservative climates, and standardized testing. Frameworks are presented for promoting critical thinking, including determining learning objectives, addressing different types of thinking, employing metacognitive approaches, and providing feedback. Overall, the document analyzes how school environments and teaching approaches can either discourage or encourage students to think critically.
Creating sustainable digital communities for students & teachers reushle
This document discusses creating sustainable digital communities for learning. It provides principles for building communities, including making the community purposeful, engaged, connected, and about people. Structure is needed but also flexibility. Leadership is required and communities should bring members closer together rather than create separation. Examples of digital communities include communities of practice and collaborative models involving mentoring and digital environments. Questions are raised about community commitment and priorities competing with other work.
This document outlines different management models, beginning with subjective models. It discusses Thomas Greenfield's work criticizing system theory and focusing on individual perceptions within organizations. It also describes ambiguity models, noting organizations face an uncertain environment open to many interpretations. Finally, it covers cultural models, seeing organizations shaped by shared values, beliefs and norms expressed through rituals and symbols. The document provides an overview of key features and limitations of each model.
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Data Driven Learning and the iPad
Richard Harrold, Principal, ACS Cobham International School, UK
Fusion 2012, the NWEA summer conference in Portland, Oregon
ACS Cobham International School was one of the first schools to accompany its iPads implementation with a formal study of the effect on iPads in the affective and academic domains. This session will show how MAP data contributed to the study's conclusions and will provide participants with a tool to gauge the effectiveness of mobile technology in general and the iPad in particular. Using Engagement theory as a guide, ACS Cobham has completed a mixed methods study that will be of interest to schools exploring the potential of mobile devices to enhance both learning and affective domain behaviors. Educators keen to see how data driven goal setting can come alive for the iGeneration should attend.
Learning outcome
- How can the effect of mobile technology be objectively measured
- How can I make goal setting relevant to iGeneration students
Audience:
- New data user
- Experienced data user
- Advanced data user
- District leadership
- Curriculum and Instruction
ACS Schools combines three international schools on the outskirts of London, UK and one school in Doha, Qatar. The combined total of students is around 3,000. The three UK schools have been administering MAP since 2009. We use DesCartes and instructional resources across the district to guide instructional planning. Last year we began using NWEA Science tests for the first time. Our team includes our Assistant Head of School, the assistant principals from the Lower and Middle Schools, the assistant academic dean, a member of our IT support staff and three classroom teachers (one from each of the three divisions of the school using MAP).
1. Simulations bring real-life context to learners by allowing them to manipulate objects or phenomena on screen as if in an incredible laboratory.
2. Simulations help with problem solving by presenting authentic problems set in real or imaginary contexts defined by variables and rules of interaction.
3. Simulations can increase creativity when learners develop projects using virtual ingredients and discover genetic rules or manage complex systems.
Knowledge Sharing: A review & Direction for Future ResearchMatahati Mahbol
This document reviews research on knowledge sharing. It discusses how knowledge sharing allows organizations to leverage knowledge resources for competitive advantage. The review examines issues around integrating perspectives from different disciplines to understand factors influencing knowledge sharing, including organizational culture, attitudes, self-evaluations, and technologies that enable sharing. It identifies opportunities for future research on topics like motivations for sharing, group and interpersonal dynamics, and developing valid measurement approaches.
Shared Understandings to Create the FutureCheryl Doig
The document discusses creating shared understandings to empower learning and transform leadership. It provides examples of integrating new technologies, flipped classrooms, whole brain processing models, consistency in learning practices, and collaboration. The key ideas are developing future-focused education through co-creation, congruence between beliefs and practices, and challenging assumptions to improve student outcomes.
This document discusses different models and perspectives on organizational structure in schools. It covers Max Weber's model of bureaucracy, including its key elements like division of labor, impersonal orientation, and hierarchy of authority. It also discusses critiques of Weber's model, like its neglect of informal organization. Additionally, it outlines Hall's two types of rational organizations, Mintzberg's key parts of an organizational structure, and loose coupling perspective in schools. Overall, the document provides an overview of classic and contemporary theories for analyzing and understanding structure in educational organizations.
The document discusses leadership in the context of education. It begins by defining leadership as situational, contextual, and collaborative rather than a set of characteristics held by an individual. It then examines how leadership has been defined through various theories such as trait-based, contingency, transactional, and transformational leadership. The document also discusses barriers to leadership including distinguishing it from management. It considers if current society is postindustrial and postmodern, and how leadership might function differently in these contexts. Finally, it discusses the role and navigation of leadership in realizing education futures.
This document discusses leadership in the context of developing an educational program for the First Nations of the Fort Nelson First Nation (FNFN) in Canada. It proposes using distance education to teach water stewardship, given the remote location of the FNFN and existing technological infrastructure. A design team would take a transformational and servant leadership approach, working with FNFN leaders and academic partners. Challenges include determining what form of leadership is needed and who should lead. A solution proposed is a situational and distributed "leadership by design" approach using a bio-cluster network model to facilitate collaboration between the dispersed groups.
A Changing Higher Education Landscape in Ireland - the perspectives of academ...EduSkills OECD
This document summarizes research on the changing landscape of higher education in Ireland from the perspective of academics at University College Dublin (UCD). It discusses how UCD underwent restructuring after 2004 with the appointment of a new Vice-Chancellor, including consolidating departments, increasing research focus, and centralizing decision-making. Academics reflected that while some changes were needed, there is now less participation in decision-making, increased administrative workload, and declining collegiality and interaction between faculty.
This document discusses using educational technology to achieve a truly collaborative pedagogy in English classrooms. It defines key terms like educational technology and collaborative pedagogy. It also describes how tools like social media, blogs and videos can be used to create a blended collaborative model compared to the traditional broadcast model. The document outlines rotation blended course models and discusses the roles of instructors and students in blended delivery. It addresses benefits of collaborative blended delivery like creating an ethical classroom and considerations to address. Finally, it discusses developing digital literacy skills needed for educational technology.
This document discusses comprehensive leadership development sequencing. It proposes that leadership development should progress from breadth to depth through different stages. In the initial stages, students gain self-awareness through involvement and service. At moderate stages, students develop critical thinking and contribute to group decision making through peer learning models. In later stages, students facilitate social change through participatory action research and community organizing with a focus on systems thinking. The document recommends assessing leadership programs using learning outcomes and evaluating their effectiveness on student satisfaction and perceived ability to make change.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
3. 1970s
Dissatisfaction with formal models
March and Olsen study (1976)
• Ambiguity is a major feature of decision making in
most public and educational organizations.
“Garbage Can” Model (Cohen & March, 1982)
• Problems, solutions, participants and choice
opportunities are unpredictable in the decision
making process.
5. Ambiguity Models
Schools have a
problematic
technology;
their processes
are not
properly
understood.
6. Ambiguity Models
Links between
the groups are
tenuous and
unpredictable.
Organizational
structure is
problematic.
7. Ambiguity Models
appropriate
for
professional
client-serving
organizations
8. Ambiguity Models
There is fluid
participation
in the
management .
9. Ambiguity Models
Schools
experience
difficulties in
interpreting the
various messages
being transmitted
from the
environment.
10. Ambiguity Models
Decisions
have no clear
focus due to
lack of agreed
goals.
11. Ambiguity Models
Decentralization
enables the
organization to
survive while
particular
subunits are
threatened.
12. Limitations of Ambiguity Models
It is difficult to reconcile ambiguity
perspectives with the customary structures
and processes of schools and colleges.
They exaggerate the degree of uncertainty
in educational institutions.
They are less appropriate for stable
organizations or for any institutions during
periods of stability.
They offer little practical guidance to
leaders in educational institutions.
13. Contingent Leadership
- adapting leadership styles to
particular situations
- depends on managers
“mastering a large repertoire of
leadership practices” (Leithwood,
Jantzi & Steinbach, 1999)
14.
15. created by Therese June Aranas
(Images retrieved from Google Images)
for discussion in
DEM-604, Philosophy of Educational Management
Mindanao University of Science and Technology
Cagayan de Oro City, Philippines
(Professor: Dr. Genaro V. Japos)