Ashford MGT321 Instructor Guidance Week 3

1. MGT321
Week 3

2. WEEK 3 INSTRUCTOR GUIDANCE
MGT321: Assessing
Leadership Skills
MGT321
Week 3

3. MGT321 COURSE LEARNING MAP
 Week 1: Introduction to Leadership
 Building a practical foundation for assessing leader
effectiveness.
 Week 2: Leadership Perspectives
 Understanding individual and situational approaches.
 Week 3: Personal Dimensions of Leadership
 Internalizing leadership qualities.
 Week 4: From Followership to Leadership
 Understanding leader-follower dynamics.
 Week 5: Leadership for Performance
 Communication and teamwork for excellence.

4. WEEK 3 LEARNING ACTIVITIES
Task Description Due
Discussion #1 Emotional Intelligence Thurs, Day 3
Discussion #2 Business First? Thurs, Day 3
Written Assignment Servant Leadership Mon, Day 7
Assigned Reading Description Source
Announcements Review course announcements for week. Course Home
Week 2 Feedback Review instructor feedback for
discussions and written assignment.
Waypoint
Text: Chapter 5 Leadership Mind and Heart (Daft, 5e)
Text: Chapter 6 Courage and Moral Leadership (Daft, 5e)

5. WEEK 3: IMPORTANT NOTES
 Discussions:
 Be substantive – 200-250 words for initial post.
 Be scholarly – provide references and citations for
information taken from other sources.
 Written Assignment:
 Carefully review and follow assignment instructions.
 Review rubric to see how your work will be graded.
 Writing Resources:
 Ashford Writing Center & Library
 FSB APA Style Standards

6. This week you will learn to:
1. Determine the essential elements of emotional
intelligence for leading and managing
relationships.
2. Assess the role of ethics and social responsibility
in business practice.
WEEK 3 LEARNING OBJECTIVES

7. WEEK 3 INSTRUCTOR GUIDANCE
 Orientation of leadership styles and behaviors
 Task-oriented leadership
 Relations-oriented leadership
 Situational leadership theories
 Seek to match leader styles and behaviors with
situational context.
 Effectiveness dependent on knowledge of situational
variables.
(Daft, 2011; Kanter, 2009; Pierce & Newstrom, 2008; Vecchio, 1987; Weiss, 2011)

8. A META MOSAIC THEORY OF
LEADERSHIP DEVELOPMENT
 Meta Mosaic: A Mosaic within a Mosaic
(Diana, 2005; Harvey, Martinko, & Douglas, 2006; Hogan & Hogan, 2001; Pearce
& Sims, 2002; Rosenthal & Pittinsky, 2006; Schwarzkopf, n.d.; Thoroughgood,
Hunter, & Sawyer, 2011; Vecchio, 2007)
Leader Tesserae Sources
 Leader-Centered
 Leader-Follower Centered
 Leader-Organization Centered

9. LEADER-CENTERED ASSESSMENTS
 Traits (personalities)
 Innate to individual
 Stable after adolescence
(Daft, 2011; George, Sims, & Mayer, 2007; Katz, 1974; Kirkpatrick & Locke, 1991;
Mumford, Harding, Jacobs, & Fleishman, 2000; Northouse, Pierce & Newstrom, 2008)
 Skills (capabilities)
 Technical
 Human
 Conceptual Styles (behaviors)
 Task-oriented
 People-oriented

10. LEADER-FOLLOWER CENTERED
 Leader-Follower Theories:
 Leader-Member Exchange Theory (LMX)
 Situational Leadership Theory
 Contingency Leadership Theory
 Path-goal Leadership Theory
 Leadership contexts defined by:
 Leader qualities & skills (flexibility)
 Leader-follower behaviors & relationships
 Tasks to be performed
 Internal & external environments
(Daft, 2011; Mumford, Harding, Jacobs, & Fleishman, 2000, Northouse,
2007; Pierce & Newstrom, 2008; Riggio, 2008; Schriesheim & Neider, 1996)

11. LEADER-ORGANIZATION CENTERED
 Assessments for identifying tesserae:
 Participative leadership attitudes
 Collaborative team leadership skills
 Transformational leadership qualities
 Continuums for assessing leader styles:
 Participative - Directive
 Transactional - Transformational
 Continuum for assessing leader behaviors:
 Laissez-faire – Democratic - Autocratic
(Daft, 2011; Dvir, Eden, Avolio, & Shamir, 2002; Mumford, Harding,
Jacobs, & Fleishman, 2000, Northouse, 2007; Pierce & Newstrom, 2008)

12. RECOMMENDED
READINGS
Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of transformational and servant
leadership on organizational performance: A comparative analysis. Journal of Business
Ethics, 116(2), 433-440. doi:http://dx.doi.org/10.1007/s10551-012-1470-8
Goh, S., & Zhen-Jie, L. (2014). The influence of servant leadership towards organizational
commitment: The mediating role of trust in leaders. International Journal of Business and
Management, 9(1), 17-25.
Kerry, T. (2003). Middle managers as followers and leaders: some cross-professional
perspectives. Management In Education (Education Publishing Worldwide Ltd), 17(3), 12.
Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory
in organizational contexts. Journal of Business Ethics, 113(3), 377-393.
doi:http://dx.doi.org/10.1007/s10551-012-1322-6
Schriesheim, C., & Neider, L. (1996). Path-goal leadership theory: The long and winding
road. Leadership Quarterly, 7(3), 317.

13. ANY
QUESTIONS?
Please post
your
questions
in the Ask
the
Instructor
thread.

14. REFERENCES
14
Daft, R. (2011). The leadership experience (5th ed.). Mason, Ohio: South-Western.
Dvir, T., Eden, D., Avolio, B., & Shamir, B. (2002). Impact of transformational leadership on follower development and
performance. Academy of Management Journal, 45(4), 735-744.
Eagly, A., & Johnson, B. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin,108(2), 233.
Early, C., & Mosakowski, E. (2004, October). Cultural intelligence. Harvard Business Review, 82(10),139-146.
Ferrell, O.C., Fraedrich, J., & Ferrell, L. (2008). Business ethics: Ethical decision making and cases (7th ed.). New York: Houghton
Mifflin.
George, B., Sims, P., McLean, A., & Mayer, D. (2007, February). Discovering your authentic leadership. Harvard Business Review,
85(2), 129-138.
Hooijberg, R. (1996). A multidirectional approach toward leadership: An extension of the concept of behavioral complexity. Human
Relations, 49(7), 917.
House, R. (1996, Fall96). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 323.
Kanter, R. (2009, October). Mergers that stick. Harvard Business Review, (10), 121.
Katz, R. L. (1974). Skills of an effective administrator. Harvard Business Review, 52(5), 90.
Kirkpatrick, S., & Locke, E. (1991, May). Leadership: Do traits matter? Academy of Management Executive, 5(2), 48-60.
Mumford, M., Zaccaro, S., Harding, F., Jacobs, T., & Fleishman, E. (2000, Spring2000). Leadership skills for a changing world: Solving
complex social problems. Leadership Quarterly, 11(1), 11.
Northouse, P. (2007). Leadership: Theory and practice (4th ed.). Thousand Oaks, CA: Sage Publications.

15. REFERENCES
15
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York:
McGraw-Hill/Irwin.
Pierce, J., & Newstrom, J. (2008). Leaders & the leadership process: Readings, self-assessments & applications (5th ed.). New York:
McGraw-Hill Irwin.
Porter, M. E. (1996). What Is strategy?. Harvard Business Review, 74(6), 61-78.
Riggio, R. (2008a). Introduction to industrial/organizational psychology (5th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Riggio, R., & Reichard, R. (2008b). The emotional and social intelligences of effective leadership: An emotional and social skill
approach. Journal of Managerial Psychology, 23(2), 169-185.
Robbins, S., & Coulter, M. (2007). Management (9th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Rosabeth Moss Kanter (2009). Wisdom Quotes. Retrieved December 14, 2009, from http://www.wisdomquotes.com/003390.html
Schriesheim, C., & Neider, L. (1996). Path-goal leadership theory: The long and winding road. Leadership Quarterly, 7(3), 317.
Tessera. (2009). In Encyclopædia Britannica. Retrieved May 5, 2016, from Encyclopædia Britannica Online:
http://www.britannica.com/EBchecked/topic/588629/tessera
The Mosaic Glossary. (n.d.). The Joy of Shards Mosaic Resource. Retrieved May 5, 2016, from
http://www.thejoyofshards.co.uk/index.shtml