This document summarizes a research study that assessed the situational leadership styles of managers in the mobile service industry. It reviewed theories of situational leadership, specifically Hersey and Blanchard's Situational Leadership Theory (SLT) which proposes that leadership style should adapt to the situation. The study aimed to assess leadership styles of Area Service Managers (ASMs) in a mobile company according to SLT and examine how styles may differ by nationality. A literature review covered prior research applying and testing SLT in various contexts. The methodology section indicated this was a descriptive primary research study.
This document summarizes a study that examined the relationship between hospital managers' leadership adaptability scores and subordinate job satisfaction. 240 subordinates from hospitals in the southern US participated. The study used Hersey's Situational Leadership Model and Spector's Job Satisfaction Scale. Results found the most common leadership styles were selling and delegating. Participants rated contingent reward as most important for job satisfaction. 60% reported managers had low leadership adaptability scores, while 10% reported high scores and 30% reported moderate scores. The purpose was to examine this relationship to provide recommendations for improving job satisfaction.
A Methodology Study Of Hersey And Blanchard Situational Leadership TheoryJody Sullivan
1) The document summarizes a study examining situational leadership theory in a distribution corporation. The study aimed to determine leaders' primary and secondary leadership styles, and their style adaptability levels compared to subordinates and peers.
2) Situational leadership theory proposes that effective leaders can accurately diagnose variables in each leadership situation and adjust their style accordingly. The theory was tested using the LEAD instrument to evaluate leaders' self-perceptions and subordinates' perceptions of the leaders' styles.
3) The study had limitations in that it examined leaders and followers at the group level, which may obscure variations in individual readiness levels and behaviors. It also relied on self- and other-reported perceptions of leadership styles.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
Definitions for Project Selection Criteria Categories:
Relevance: the extent to which the project supports the class objectives, the Information Systems Management program and your own professional goals.
Risk: the level of potential events or uncertainty that could have a negative effect on your project.
Reasonableness: an assessment of the ability to successfully complete the project as related to the triple constraint and related issues (availability of expertise, availability of required equipment and facilities, proposed level of scope for a two-month period, etc.).
Return: the overall benefit of completing the project (financial gain, value of experience, networking opportunities, providing professional and/or community service, etc.).
Other: any other areas of project considerations not mentioned above.
Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
· Explain the theory of leadership and discuss behavioural leadership theory.
· Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
· Discuss path-goal theory.
· Describe how charismatic leadership transforms followers and work groups.
· Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
· Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the ‘philosopher-king’ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the ‘corporate constitution’, and provides intellectual stimulation for followers through the values such as ‘seize opportunities’, ‘teamwork and trust’, and ‘fear of the status quo’. He inspires followers to rise to new levels of performance by communicating his expectations for leadership ‘with character, competence, and humility’ to achieve ‘nothing less than the best effort’. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. – definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
A Critical Perspectiveof Leadership Theories.pdfRaymondMhona1
This document provides a critical analysis of several leadership theories from the literature. It summarizes trait theory, which focuses on inherent qualities and characteristics of leaders. It also summarizes behavioral theory, examining research from universities on leadership styles like democratic, autocratic, laissez-faire. The research found effective leadership depends on behaviors and consideration of employee and task needs. Contingency theory is introduced as developing from weaknesses in trait and behavioral theories by considering situational factors. Overall, the document conducts a literature review and critical analysis of key leadership theories to understand how leadership styles have evolved over time in research.
Running head RESEARCH PAPER OUTLINE1RESEARCH PAPER OUTLINE5.docxtodd521
Running head: RESEARCH PAPER OUTLINE 1
RESEARCH PAPER OUTLINE 5
Research Paper Outline: Servant Leadership
Introduction
· Definition and the history of the term servant leadership and example of how servant leadership works.
Research Hypothesis
· Hypothesis 1- Servant leadership leads to better organizational performance.
· Hypothesis 2- Political skills and servant leadership work together leading to employee creativity and positive workplace culture.
· Hypothesis 3- Servant leadership increases employee satisfaction.
Research methodology
· Sampling of 50 random junior employees and corporate managers from three companies in the United States to interview them on servant leadership.
Literature review
· Annotated bibliography 1
· Annotated bibliography 2
· Annotated bibliography 3
· Annotated bibliography 4
· Annotated bibliography 5
· Annotated bibliography 6
· Annotated bibliography 7
Findings
· Evidence of servant leadership across the sample of individuals evaluated
· General information observed regarding servant leadership
Research limitations
· Failed in establishing causality hence creating a gap that needs to be addressed in future through the application of different study designs.
· The study of servant leadership is part of the large topic that cannot be summarized into a small-paged paper. Therefore limited information was touched on regarding the subject matter.
Recommendations
· Recommendation 1- Managers should embrace servant leadership because of the benefits it brings to the organizations they lead.
· Recommendation 2- Employees should support servant leaders when they set examples for them.
· Recommendation 3- Excellent collaboration between the servant leader and the employees they are leading should be created for servant leadership to succeed.
Conclusion
· Summary of what is understood by the term servant leadershipsummary of the paper’s main points.
References
Giambatista, R., McKeage, R., & Brees, J. (2020). Cultures of Servant Leadership and Their Impact. The Journal of Values-Based Leadership, 13(1), 12. Retrieved from: https://scholar.valpo.edu/jvbl/vol13/iss1/12/
Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The Leadership Quarterly, 27(1), 124-141.
DeConinck, J., & DeConinck, M. B. (2017). The relationship between servant leadership perceived organizational support, performance, and turnover among business to business salespeople. Archives of Business Research, 5(10).
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
Jaiswal, N. K., & Dhar, R. L. (2017). The influence of servan.
Influence of power bases on leadership strategies adopted byAlexander Decker
This document summarizes a study that examined the relationship between power bases and leadership strategies in information technology organizations. The study surveyed 515 employees from 87 IT companies to measure managers' power bases using French and Raven's taxonomy and leadership strategies using Cooke's instrument. The findings showed that managers in IT organizations most strongly utilize legitimate formal power, which influences prescriptive and restrictive leadership strategies. Personal power bases like referent and expert power were also highly used, while coercive formal power was the least utilized. The study provides insights into how power and leadership are enacted in the IT sector context.
The document discusses situational leadership theory and situational approaches to leadership. Situational leadership theory was developed by Hersey and Blanchard based on Reddin's 3-D management style theory. The main premise is that there is no single best leadership style and that the style should depend on the situation. Leaders must be flexible and adapt their style to different situations and employees with varying skill levels and commitment. Periodic evaluation of employees is needed to determine if the leadership style needs to be adjusted.
This document summarizes a study that examined the relationship between hospital managers' leadership adaptability scores and subordinate job satisfaction. 240 subordinates from hospitals in the southern US participated. The study used Hersey's Situational Leadership Model and Spector's Job Satisfaction Scale. Results found the most common leadership styles were selling and delegating. Participants rated contingent reward as most important for job satisfaction. 60% reported managers had low leadership adaptability scores, while 10% reported high scores and 30% reported moderate scores. The purpose was to examine this relationship to provide recommendations for improving job satisfaction.
A Methodology Study Of Hersey And Blanchard Situational Leadership TheoryJody Sullivan
1) The document summarizes a study examining situational leadership theory in a distribution corporation. The study aimed to determine leaders' primary and secondary leadership styles, and their style adaptability levels compared to subordinates and peers.
2) Situational leadership theory proposes that effective leaders can accurately diagnose variables in each leadership situation and adjust their style accordingly. The theory was tested using the LEAD instrument to evaluate leaders' self-perceptions and subordinates' perceptions of the leaders' styles.
3) The study had limitations in that it examined leaders and followers at the group level, which may obscure variations in individual readiness levels and behaviors. It also relied on self- and other-reported perceptions of leadership styles.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
Project Selection Criteria List TemplateCategoryProject Crit.docxwkyra78
Project Selection Criteria List Template
Category
Project Criteria
Criteria Description
Reasonableness
(Insert additional rows as necessary to complete the Project Selection Criteria List table)
Definitions for Project Selection Criteria Categories:
Relevance: the extent to which the project supports the class objectives, the Information Systems Management program and your own professional goals.
Risk: the level of potential events or uncertainty that could have a negative effect on your project.
Reasonableness: an assessment of the ability to successfully complete the project as related to the triple constraint and related issues (availability of expertise, availability of required equipment and facilities, proposed level of scope for a two-month period, etc.).
Return: the overall benefit of completing the project (financial gain, value of experience, networking opportunities, providing professional and/or community service, etc.).
Other: any other areas of project considerations not mentioned above.
Kreitner/Kinicki/Cole
Fundamentals of Organizational Behaviour: Key Concepts, Skill, and Best Practices
Chapter 11
Leadership
Chapter Learning Objectives
· Explain the theory of leadership and discuss behavioural leadership theory.
· Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
· Discuss path-goal theory.
· Describe how charismatic leadership transforms followers and work groups.
· Explain the leader-member exchange (LMX) model of leadership and the substitutes for leadership.
· Review the principles of servant-leader and superleadership.
Opening Case
Land of the Giant
This case profiles a visionary leader, Gwyn Morgan of EnCana Corp. in Calgary, know as the ‘philosopher-king’ of the oil patch. He exhibits charismatic qualities including a clear vision of a global energy giant headquartered in Canada, and strong communication skills to inspire others to work toward this vision. He appeals to ideological values through the ‘corporate constitution’, and provides intellectual stimulation for followers through the values such as ‘seize opportunities’, ‘teamwork and trust’, and ‘fear of the status quo’. He inspires followers to rise to new levels of performance by communicating his expectations for leadership ‘with character, competence, and humility’ to achieve ‘nothing less than the best effort’. His display of confidence in himself and in the employees of Alberta Energy Co. Ltd. and PanCanadian Energy Corp., led to the merger of these two companies to form EnCana Corp. – definitely performance beyond the call of duty.
Chapter Summary
Leadership
Leadership is defined as influencing employees to voluntarily pursue organizational goals. It is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals.
Trait and Behavioural Theories of Leadership
A leader trait ...
A Critical Perspectiveof Leadership Theories.pdfRaymondMhona1
This document provides a critical analysis of several leadership theories from the literature. It summarizes trait theory, which focuses on inherent qualities and characteristics of leaders. It also summarizes behavioral theory, examining research from universities on leadership styles like democratic, autocratic, laissez-faire. The research found effective leadership depends on behaviors and consideration of employee and task needs. Contingency theory is introduced as developing from weaknesses in trait and behavioral theories by considering situational factors. Overall, the document conducts a literature review and critical analysis of key leadership theories to understand how leadership styles have evolved over time in research.
Running head RESEARCH PAPER OUTLINE1RESEARCH PAPER OUTLINE5.docxtodd521
Running head: RESEARCH PAPER OUTLINE 1
RESEARCH PAPER OUTLINE 5
Research Paper Outline: Servant Leadership
Introduction
· Definition and the history of the term servant leadership and example of how servant leadership works.
Research Hypothesis
· Hypothesis 1- Servant leadership leads to better organizational performance.
· Hypothesis 2- Political skills and servant leadership work together leading to employee creativity and positive workplace culture.
· Hypothesis 3- Servant leadership increases employee satisfaction.
Research methodology
· Sampling of 50 random junior employees and corporate managers from three companies in the United States to interview them on servant leadership.
Literature review
· Annotated bibliography 1
· Annotated bibliography 2
· Annotated bibliography 3
· Annotated bibliography 4
· Annotated bibliography 5
· Annotated bibliography 6
· Annotated bibliography 7
Findings
· Evidence of servant leadership across the sample of individuals evaluated
· General information observed regarding servant leadership
Research limitations
· Failed in establishing causality hence creating a gap that needs to be addressed in future through the application of different study designs.
· The study of servant leadership is part of the large topic that cannot be summarized into a small-paged paper. Therefore limited information was touched on regarding the subject matter.
Recommendations
· Recommendation 1- Managers should embrace servant leadership because of the benefits it brings to the organizations they lead.
· Recommendation 2- Employees should support servant leaders when they set examples for them.
· Recommendation 3- Excellent collaboration between the servant leader and the employees they are leading should be created for servant leadership to succeed.
Conclusion
· Summary of what is understood by the term servant leadershipsummary of the paper’s main points.
References
Giambatista, R., McKeage, R., & Brees, J. (2020). Cultures of Servant Leadership and Their Impact. The Journal of Values-Based Leadership, 13(1), 12. Retrieved from: https://scholar.valpo.edu/jvbl/vol13/iss1/12/
Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The Leadership Quarterly, 27(1), 124-141.
DeConinck, J., & DeConinck, M. B. (2017). The relationship between servant leadership perceived organizational support, performance, and turnover among business to business salespeople. Archives of Business Research, 5(10).
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.
Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
Jaiswal, N. K., & Dhar, R. L. (2017). The influence of servan.
Influence of power bases on leadership strategies adopted byAlexander Decker
This document summarizes a study that examined the relationship between power bases and leadership strategies in information technology organizations. The study surveyed 515 employees from 87 IT companies to measure managers' power bases using French and Raven's taxonomy and leadership strategies using Cooke's instrument. The findings showed that managers in IT organizations most strongly utilize legitimate formal power, which influences prescriptive and restrictive leadership strategies. Personal power bases like referent and expert power were also highly used, while coercive formal power was the least utilized. The study provides insights into how power and leadership are enacted in the IT sector context.
The document discusses situational leadership theory and situational approaches to leadership. Situational leadership theory was developed by Hersey and Blanchard based on Reddin's 3-D management style theory. The main premise is that there is no single best leadership style and that the style should depend on the situation. Leaders must be flexible and adapt their style to different situations and employees with varying skill levels and commitment. Periodic evaluation of employees is needed to determine if the leadership style needs to be adjusted.
1Running Head LITERATURE REWIEW2LITERATURE REVIEW.docxdrennanmicah
1
Running Head: LITERATURE REWIEW
2
LITERATURE REVIEW
Assignment 2: RA 1 Literature Review
Karen Crump
Argosy University
Introduction
Vision, ethics, modeling, coaching, and shared values are an essential aspect of professional leadership development. Such perimeters ensure that leadership composure is well defined and outlined for developing skills and providing unity and integral growth. Reflecting on these aspects helps the individual in utilizing their power and influence in the building of alliances, creation of passion at work as well as empowering their employees and subordinate workers in achieving the set goals and objectives of the organization.
They help the individual gain personal insights and deepen their self, social and relationship awareness which results in higher performance in their respective teams. Numerous leadership approaches help govern and thrive in professional leadership development. Such methods include taking leadership as a position, taking command as a result and taking direction as a process. Essentially, there is a need to evaluate the various articles that described the professional leadership development through the use of the leadership mentioned above approaches.
Belinda Johnson (2017), A Leadership & Professional Development Teaching and Learning Model for Undergraduate Management Programs, Journal of Higher Education Theory and Practice, Vol. 17(4), pp. 55-57
This article describes a holistic leadership and professional development teaching and learning model for undergraduate students with universal application across all disciplines and functional areas of organizations due to its emphasis on the non-technical skill requirements of leadership. The model highlights the development of intrapersonal, interpersonal and professional skills or KSAs (knowledge, skills, and abilities) and uses the mnemonics FOCUS and ACTION to structure the large number of traits, behaviors, and KSAs.
The archetype is advantageous as it helps management competencies in the early stage of career development. The upcoming leaders show their potentiality in leading others through this archetype. This signals for individuals developing aggressive attention towards professional leadership especially the learning students.
Darryl C. Hill & Richard Olawoyin (2018), Safety Leadership & Professional Development, Professional Safety, pp. 145-149.
The article facilitates a raid map of the safety profession and promotes leadership and professional development. Darryl and Richard describe professional leadership development to be controlled by crucial factors. These essential factors include ethics, administration as well as management. Besides, the authors suppose that certification and accreditation have ensured the safety profession in leadership as well as an entire professional development.
Daryl and Richard believe in the identification of professional leadership development hazards that may retard the growth and .
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
Impact of leadership on organizational performanceFaheem Ulhaq
The document summarizes a study that investigated the impact of leadership behaviors on organizational performance in Polymer container, a manufacturing company in Faisalabad. The study collected data through questionnaires from 29 of the company's 54 employees. The results showed there is a strong impact of leadership behaviors on organizational performance. Specifically, the CEO's democratic and transactional leadership style that focuses on employees was found to be a major reason for the company's success.
Impact of Leadership Styles on Followers' Job Satisfaction: A Four Frame Mod...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Assignment 1 The Role of the Leader and the VisionIn this modul.docxdeanmtaylor1545
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
Running head ANNOTATED BIBLIOGRAPHY 1ANNOTA.docxSUBHI7
Running head: ANNOTATED BIBLIOGRAPHY
1
ANNOTATED BIBLIOGRAPHY
2
Annotated Bibliography
Shawn Harden
Southern Wesleyan University
July 19, 2017
Article 1
According to the article “Too Much of a Good Thing,” intellectual roots of organizational and management theory involves the Japanese leaders approach to quality improvement. The topic is related to organizational behavior in that it discusses quality and its compatibility with innovation. Innovation is a subtopic in human behavior in the workplace and its impact on the company. This topic makes a difference in management in that it discusses how organizations can properly manage quality improvement activities and thus achieve innovations. This article discusses strategy methods such as the waterfall methodology, which makes employees especially programmers more productive. Strategy formulation involves activities geared at creating a particular strategy such as the waterfall strategy. Strategy implementation involves using the formulated strategy to achieve results. Management can change significantly by responding to radical innovation.
Article 2
According to the second article “Rebuilding companies as communities,” the intellectual roots of organizational and management theories are based on the concept of making companies a place where employees can engage and are committed to one another. The topic is related to organizational behavior in that it discusses the idea of organizational culture and employee’s attitude towards building companies as communities. The topic contributes to management in that it suggests the kind of leadership that would best work for this kind of an organization suggesting that distributed and engaged leadership would be effective. The article suggests community-ship as a strategy of improving modern age organizations. According to this article, management can improve through leadership activities such as the creation of a work atmosphere that promotes trust.
Article 3
According to the third article, “Making management matter” the roots of organizational and management involve leadership and must struggle to be rigorous and interdisciplinary. The topic is related to organizational behavior in that it talks about leadership, which is a subtopic or organizational behavior and influencing employee’s behavior and attitude towards an achievement. The topic adds to management by arguing that a major requirement of management research need to be rooted in practical issues and finding the right balance between interdisciplinary research and drawing from diverse disciplines. A good strategy in business, especially for a leader, is to have a sense of where the company wants to achieve and working with the team to make things happen. Management can improve through the research that draws from academic disciplines to allow managers to comprehend the content of detailed issue they are handling.
Article 4
In the fourth article, “It’s ...
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
A leadership critique :TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPStanbic IBTC
This document provides an overview and critique of transactional and transformational leadership styles. It discusses how transactional leadership focuses on contingent reinforcement and management by exception, while transformational leadership inspires followers and elevates their interests. The document analyzes debates around whether these styles are alternatives or can be complementary. It also examines situational factors and how both styles may be effectively applied depending on the context and followers involved.
REVIEW OF LEADERSHIP STYLES IN PERSPECTIVE.pptxMuhammad Saqib
Presentation Slides on Research Article: " REVIEW OF LEADERSHIP STYLES IN PERSPECTIVEOF DYNAMIC CAPABILITIES: AN EMPIRICAL RESEARCH ON MANAGERS IN MANUFACTURING FIRMS"
Author: Bülent AKKAYA;
Publisher: Journal of Administrative Sciences; 01.2020
Running Head THE RESEARCH PROPOSAL BUS8115 – BUS8120 THE RE.docxWilheminaRossi174
This document provides an overview of chapters 1-5 of a dissertation submitted to South University College of Business. The dissertation will focus on the impacts of strategic management traits such as visionary, delegation, and reward/punishment on employee performance, motivation, and job satisfaction. Chapter 1 introduces the study and discusses the purpose, problem statement, theoretical framework, research questions, and limitations. Chapter 2 will provide a literature review on strategic management concepts. Chapter 3 will discuss the methodology used, including research design, participants, data collection, and analysis. Chapter 4 will present the results of the study. Chapter 5 will discuss the implications and limitations of the findings. The overall goal of the dissertation is to examine how specific management traits influence employees rather
Surname 8 nameinstructorcoursedateleadership and team brock73
The document contains summaries of multiple articles on leadership and team-building. It discusses theories and styles of leadership and their relevance to educational management. It also examines the impact of team-building on communication, job satisfaction, and organizational performance based on various studies. Leadership is found to influence organizational culture, innovation, and effectiveness depending on the adopted style. Transactional and transformational leadership styles are identified as important. Team-building is also found to improve interpersonal skills and communication within organizations.
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
Running Head LEADERSHIP APPROACHES1Leadership App.docxcowinhelen
Running Head: LEADERSHIP APPROACHES
1
Leadership Approaches
Name:
Institution
Date:
Literature Review
Organizational leadership in the contemporary environment is increasingly becoming a vital tool in defining the competitiveness of an organization due to the role it plays in motivating employees and determining critical decisions. Accordingly, diverse empirical studies have been conducted in the field of leadership in an attempt to determine the optimal leadership approach that should be adopted by organizations. The diverse leadership approaches that have been learned in the past include transformational leaders, transactional leadership, trait leadership, and situational leadership. The transformational leadership implies a leadership approach in which the leader works the juniors in the identification of the changes that are needed, defining the vision to guide the change execution and embracement, and in the execution of the change (Hill & Jones, 2014). In contrast, the transactional leadership implies that leaders should reward or punish employees in return for their efforts and deterrence against undue behaviors in the organization. The trait leadership approach indicates that leaders are defined by personal characteristics that are integrated (Hill & Jones, 2014). Thus, diverse individual differences help in selecting and fostering an effective leader. In contrast, the situational leadership approach indicates that effective leaders are defined by the situation of the leadership needed in a diverse environment. Thus, the approach implies that leaders should be capable of adjusting their leadership style to ensure they are capable of leading certain followers (Hill & Jones, 2014).
This literature review explores on various journal articles that have focused on the leadership approaches in different setups. One of the critical journal articles that have investigated the role of leadership approach is by Den, Deanne, and Belshack (2012). The article investigates when the transformational leadership leads to proactive behavior of the employee. Equally, the study explores the role of self-efficacy and autonomy in influencing employee personal initiative (Den, Deanne, & Belschak, 2012). The study was conducted using two-multisource researchers to evaluate the interaction between the contextual and personal variables towards the proactive behavior of employees. Consequently, the three authors of their study found that transformational leadership, employee independence, and breadth of the service-efficacy have a positive impact in stimulating proactive behavior among the employees (Den, Deanne, & Belschak, 2012). Furthermore, the study found the positive interaction between the personal and contextual variables in determining the proactive behavior of the employees. The findings of the study indicate that transformational leadership and high employee autonomy relate positively in enhancing the proactive behavior of the workers in i ...
Identifying & Building Leadership CapabilityOpicGroup
With the aim of getting as many different perspectives as possible, we have
compared the literature and the vast amount of data available on organisational development and leadership. This whitepaper outlines research undertaken to identify the common capabilities (defined as a combination of attributes and traits that lead to sustainable behaviour) for executive roles.
Theories of leadership 1Determine two (2) leadership theorie.docxssusera34210
Theories of leadership 1
Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.
The position where a person with legal rights holds or uses a public office to serve and lead a group of people or a community as a whole is known as public leadership.
Leadership theories that define leadership
Trait leadership theories
The qualities of a person define trait theories. This theory argues that some people are born with some aspects of leadership to do what pertains their leadership. Study show leadership is made up of some characteristics or traits which are (Lewin 1939 in Robbins; Chemers 1997):
· The need for power
· Assertive
· Intelligence
· Trustworthy
· Ability to motivate a person
· Self confident
This theory shows that leaders need some certain characteristics whether in classroom, company or war. Some situations may demand more than one trait that differs to the situation which the other leader holds.
Situational leadership theories
This theory supports different type of styles exercised by leaders. Situation to situation changes are needed in this type of leadership. The theory allows leaders who adapt quickly to changes in different situations to be hired more quickly. It is not enough to have different type of leadership styles, the leader should know how to apply the styles to influence and take control of the people.
Leadership styles that define public leader
· Participative style
It is also known as democratic leadership style, the style puts into consideration peers and member team input where participative leaders make the final decision. By employees contributing towards decision making this leadership style improves employee morale. Whenever a company reorganizes its operation this style enables employees to adapt quickly to company changes since they were involved towards decision making.
· Transformative style
This leadership style involves levels and means of communication for management to achieve goals and objectives. Employees motivation can be enhanced by leaders this improves efficiency and productivity in an organization through visibility and high communication. For the management to meet objectives and goals transformative style is required.
The reason or rationale for question one is that leadership can be taught, also leadership is a gift which a person is born with. A person can teach himself or herself how to be trustworthy which justifies leadership can be taught. Ability to motivate others and the need for power forms a strong rationale on theories of leadership. The traits can be integrated from one theory to another.
2. Assess the effectiveness of the two (2) leadership theories from Question 1. Provide two (2) examples for each leadership theory.
Assessment of trait leadership theory
Traditional views and common assessments of leadership have assessed many theories to what can be developed out of effe ...
The document discusses various theories of leadership including:
- Trait theory which focuses on personal qualities that differentiate leaders.
- Behavioral theories including Ohio State studies identifying consideration and initiating structure as key dimensions.
- Contingency theories which propose that leadership style depends on situational factors. Fiedler's contingency model assesses situational favorability.
- Transformational leadership inspires followers through idealized influence, inspiration, intellectual stimulation and individualized consideration.
WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
Running Head: ANNOTATED BIBLIOGRAPHY 1ANNOTATED BIBLIOGRAPHY 2
Annotated Bibliography
William Fiedler
Columbia Southern University
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). "Leader vision and the development of adaptive and proactive performance: A longitudinal study," Journal of Applied Psychology, 95(1): 174-182.
This study proposes that situational leadership model, as a kind of leader vision, would bring about an increment in the adaptivity for employees in an organization who were high in openness to work for a role change. This is a perfect fit for my research for the reason that it illustrates how situational leadership model influences organizational employees in bringing about an increment in their adaptivity. It is an objective source because it illustrates the facts that lie under situational leadership model that when employed by leaders in their leader vision task, it would positively change the performance employees. This source is of importance for my research because it will help in analyzes significant effects of situational leadership model in increasing employees’ adaptivity.
Kaifi, B. A., Noor, A. O., Nguyen, N., Aslami, W. & Khanfar, N. M. (2013). The importance of situational leadership in the workforce: A study based on Gender, Place of birth, and generational affiliation. Journal of Contemporary Management, 29-40.
In this article, authors’ main point is that situational leadership is an important aspect that organizations should put into consideration for them to succeed in their daily performance. This source fits my research in that it helps analyzes the process by which organizations will make use of situational leadership theory to develop their daily performance. This source is objective for the reason that it analyzes the facts that organizations benefit from utilizing the situational leadership model. This research will be of importance in my research because it will help obtain information on the manner by which organizations make use of situational leadership model to run their daily practices effectively.
Manepatil, U. (2013). Situational Leadership Model. ROR, II(VI), 1-4.
In this article, the main point Manepatil brings out is that situational leadership considers leaders as varying their emphasis on various activities as well as relationship behaviors to best act on a different level of follower maturity. This source fits my research in that it attempts to define the actual meaning of situational leadership model. This source is objective because it is based on facts of the functions of situational leadership model. This source will be of significance in my paper because it will help in recognizing what situational leadership is and how it functions in addition to its benefits.
Mujtaba, B. & Sungkhawan, J. (2009). Situational Leadership and Diversity Management Coaching skills. Journal of Diversity M ...
How good are you at receiving feedback about yourself Do you enjoLizbethQuinonez813
How good are you at receiving feedback about yourself? Do you enjoy it or do you find it difficult? Well, for this assignment, you are going to ask two (2) people in your life to complete the feedback form below, discuss their feedback with you, and afterward, send the completed form back to you. Their feedback will provide the basis for your paper.
ATTACHED BELOW
Do the following, to complete this assignment:
Provide the Feedback Form to at least two (2) different people in your life. Consider family members, co-workers, partners, or friends.
It would be prudent to send it to more than two (2) people, just in case some are too busy or fail to respond in a timely manner.
Once a form has been completed, BUT before you have seen/read it:
Think about the questions you will need to address below.
Meet with the respondent via phone, video chat, or in person.
Have the respondent read their answers to you.
Write a 2 page paper , using proper spelling and grammar, based on the questions below:
Who critiqued you and what is your relationship to them?
What did you perceive during your feedback session with them?
What answers surprised you?
What answers didn't surprise you?
Did this have any influence, positive or constructive, on your perception of yourself?
At the end of your paper, copy and paste the content from the completed Feedback Forms returned by your respondents.
***RUBRIC***
General Assignment Requirements
10% of total grade
Mastery: Advanced or exceeds achievement
Met length requirement. Minimal to no spelling and grammar errors.
Feedback Perception and its Impact
45% of total grade
Mastery: Advanced or exceeds achievement
An in-depth description of the student's perception of the feedback was given. Superior details were used with strong evidence of perception comprehension. An in-depth description of the how the feedback and meeting had an impact on the student's perception. Superior comprehension of the perception process was shown.
Reaction to Feedback and Sheets Provided
45% of total grade
Mastery: Advanced or exceeds achievement
An in-depth description of the student's reaction to the feedback was given. Superior explanation with thorough details were provided. 2 or more feedback sheets were included, and they were thoroughly complete.
Running Head: THE RESEARCH PROPOSAL
THE RESEARCH PROPOSAL 58
The Role of Strategic Management and Leadership Traits on Employee Performance, Motivation, and Job Satisfaction: Chapters 1 – 3 of the Dissertation
Submitted to South University
College of Business
In Partial Fulfillment of the Requirements
For the Degree of
Doctor of Business Administration
Ameki Williams
South University
BUS8105E_A-Doctoral Dissertation Proposal
Dr. Matthew Kuofie
06/15/2022
Abstract
The research study will focus on the role of strategic management traits on employee performance, motivation, and job satisfaction. A literature review shows that strategic management style affects employees' performan ...
11.leadership style and emotional intelligence -a gender comparisonAlexander Decker
This document summarizes a study that examined the relationship between gender, leadership style (transactional vs transformational), and emotional intelligence. The study found no significant gender differences in leadership style. Women scored higher than men on the emotional intelligence factors of relating well and emotional mentoring. Transactional leadership style had a higher interaction with some emotional intelligence components than transformational leadership. The document provides background on leadership styles, emotional intelligence, and discusses some gender differences in traits relevant to leadership.
No One Can Write My Essay For Me Freely. Online assignment writing service.Kristen Flores
The book of Esther takes place in the Persian Empire during King Ahasuerus' reign. Esther, a Jew whose parents had died, was taken in by her cousin Mordecai. At the king's command, a beauty pageant was held to find a new queen. Esther entered and won. Meanwhile, the king's prime minister Haman plotted to kill all Jews, including Mordecai and Esther. Through Esther's intervention with the king, the Jews were spared and Haman was executed.
What Are Good Topics For An Argumentative ResearcKristen Flores
1. Earth is the only known planet capable of supporting life. It has the necessary conditions like a temperature range conducive to liquid water, abundant water, and other elements essential for life like carbon and oxygen.
2. Life plays a crucial role in regulating Earth's climate and atmosphere. Plants and algae produce oxygen and absorb carbon dioxide, keeping temperatures stable.
3. All of humanity relies on Earth's living systems like forests and oceans for survival. We depend on ecosystems for food, medicine, clean air and water. The extinction of species threatens our own existence on the planet.
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1Running Head LITERATURE REWIEW2LITERATURE REVIEW.docxdrennanmicah
1
Running Head: LITERATURE REWIEW
2
LITERATURE REVIEW
Assignment 2: RA 1 Literature Review
Karen Crump
Argosy University
Introduction
Vision, ethics, modeling, coaching, and shared values are an essential aspect of professional leadership development. Such perimeters ensure that leadership composure is well defined and outlined for developing skills and providing unity and integral growth. Reflecting on these aspects helps the individual in utilizing their power and influence in the building of alliances, creation of passion at work as well as empowering their employees and subordinate workers in achieving the set goals and objectives of the organization.
They help the individual gain personal insights and deepen their self, social and relationship awareness which results in higher performance in their respective teams. Numerous leadership approaches help govern and thrive in professional leadership development. Such methods include taking leadership as a position, taking command as a result and taking direction as a process. Essentially, there is a need to evaluate the various articles that described the professional leadership development through the use of the leadership mentioned above approaches.
Belinda Johnson (2017), A Leadership & Professional Development Teaching and Learning Model for Undergraduate Management Programs, Journal of Higher Education Theory and Practice, Vol. 17(4), pp. 55-57
This article describes a holistic leadership and professional development teaching and learning model for undergraduate students with universal application across all disciplines and functional areas of organizations due to its emphasis on the non-technical skill requirements of leadership. The model highlights the development of intrapersonal, interpersonal and professional skills or KSAs (knowledge, skills, and abilities) and uses the mnemonics FOCUS and ACTION to structure the large number of traits, behaviors, and KSAs.
The archetype is advantageous as it helps management competencies in the early stage of career development. The upcoming leaders show their potentiality in leading others through this archetype. This signals for individuals developing aggressive attention towards professional leadership especially the learning students.
Darryl C. Hill & Richard Olawoyin (2018), Safety Leadership & Professional Development, Professional Safety, pp. 145-149.
The article facilitates a raid map of the safety profession and promotes leadership and professional development. Darryl and Richard describe professional leadership development to be controlled by crucial factors. These essential factors include ethics, administration as well as management. Besides, the authors suppose that certification and accreditation have ensured the safety profession in leadership as well as an entire professional development.
Daryl and Richard believe in the identification of professional leadership development hazards that may retard the growth and .
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
Impact of leadership on organizational performanceFaheem Ulhaq
The document summarizes a study that investigated the impact of leadership behaviors on organizational performance in Polymer container, a manufacturing company in Faisalabad. The study collected data through questionnaires from 29 of the company's 54 employees. The results showed there is a strong impact of leadership behaviors on organizational performance. Specifically, the CEO's democratic and transactional leadership style that focuses on employees was found to be a major reason for the company's success.
Impact of Leadership Styles on Followers' Job Satisfaction: A Four Frame Mod...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Assignment 1 The Role of the Leader and the VisionIn this modul.docxdeanmtaylor1545
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
Running head ANNOTATED BIBLIOGRAPHY 1ANNOTA.docxSUBHI7
Running head: ANNOTATED BIBLIOGRAPHY
1
ANNOTATED BIBLIOGRAPHY
2
Annotated Bibliography
Shawn Harden
Southern Wesleyan University
July 19, 2017
Article 1
According to the article “Too Much of a Good Thing,” intellectual roots of organizational and management theory involves the Japanese leaders approach to quality improvement. The topic is related to organizational behavior in that it discusses quality and its compatibility with innovation. Innovation is a subtopic in human behavior in the workplace and its impact on the company. This topic makes a difference in management in that it discusses how organizations can properly manage quality improvement activities and thus achieve innovations. This article discusses strategy methods such as the waterfall methodology, which makes employees especially programmers more productive. Strategy formulation involves activities geared at creating a particular strategy such as the waterfall strategy. Strategy implementation involves using the formulated strategy to achieve results. Management can change significantly by responding to radical innovation.
Article 2
According to the second article “Rebuilding companies as communities,” the intellectual roots of organizational and management theories are based on the concept of making companies a place where employees can engage and are committed to one another. The topic is related to organizational behavior in that it discusses the idea of organizational culture and employee’s attitude towards building companies as communities. The topic contributes to management in that it suggests the kind of leadership that would best work for this kind of an organization suggesting that distributed and engaged leadership would be effective. The article suggests community-ship as a strategy of improving modern age organizations. According to this article, management can improve through leadership activities such as the creation of a work atmosphere that promotes trust.
Article 3
According to the third article, “Making management matter” the roots of organizational and management involve leadership and must struggle to be rigorous and interdisciplinary. The topic is related to organizational behavior in that it talks about leadership, which is a subtopic or organizational behavior and influencing employee’s behavior and attitude towards an achievement. The topic adds to management by arguing that a major requirement of management research need to be rooted in practical issues and finding the right balance between interdisciplinary research and drawing from diverse disciplines. A good strategy in business, especially for a leader, is to have a sense of where the company wants to achieve and working with the team to make things happen. Management can improve through the research that draws from academic disciplines to allow managers to comprehend the content of detailed issue they are handling.
Article 4
In the fourth article, “It’s ...
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
A leadership critique :TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPStanbic IBTC
This document provides an overview and critique of transactional and transformational leadership styles. It discusses how transactional leadership focuses on contingent reinforcement and management by exception, while transformational leadership inspires followers and elevates their interests. The document analyzes debates around whether these styles are alternatives or can be complementary. It also examines situational factors and how both styles may be effectively applied depending on the context and followers involved.
REVIEW OF LEADERSHIP STYLES IN PERSPECTIVE.pptxMuhammad Saqib
Presentation Slides on Research Article: " REVIEW OF LEADERSHIP STYLES IN PERSPECTIVEOF DYNAMIC CAPABILITIES: AN EMPIRICAL RESEARCH ON MANAGERS IN MANUFACTURING FIRMS"
Author: Bülent AKKAYA;
Publisher: Journal of Administrative Sciences; 01.2020
Running Head THE RESEARCH PROPOSAL BUS8115 – BUS8120 THE RE.docxWilheminaRossi174
This document provides an overview of chapters 1-5 of a dissertation submitted to South University College of Business. The dissertation will focus on the impacts of strategic management traits such as visionary, delegation, and reward/punishment on employee performance, motivation, and job satisfaction. Chapter 1 introduces the study and discusses the purpose, problem statement, theoretical framework, research questions, and limitations. Chapter 2 will provide a literature review on strategic management concepts. Chapter 3 will discuss the methodology used, including research design, participants, data collection, and analysis. Chapter 4 will present the results of the study. Chapter 5 will discuss the implications and limitations of the findings. The overall goal of the dissertation is to examine how specific management traits influence employees rather
Surname 8 nameinstructorcoursedateleadership and team brock73
The document contains summaries of multiple articles on leadership and team-building. It discusses theories and styles of leadership and their relevance to educational management. It also examines the impact of team-building on communication, job satisfaction, and organizational performance based on various studies. Leadership is found to influence organizational culture, innovation, and effectiveness depending on the adopted style. Transactional and transformational leadership styles are identified as important. Team-building is also found to improve interpersonal skills and communication within organizations.
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
Running Head LEADERSHIP APPROACHES1Leadership App.docxcowinhelen
Running Head: LEADERSHIP APPROACHES
1
Leadership Approaches
Name:
Institution
Date:
Literature Review
Organizational leadership in the contemporary environment is increasingly becoming a vital tool in defining the competitiveness of an organization due to the role it plays in motivating employees and determining critical decisions. Accordingly, diverse empirical studies have been conducted in the field of leadership in an attempt to determine the optimal leadership approach that should be adopted by organizations. The diverse leadership approaches that have been learned in the past include transformational leaders, transactional leadership, trait leadership, and situational leadership. The transformational leadership implies a leadership approach in which the leader works the juniors in the identification of the changes that are needed, defining the vision to guide the change execution and embracement, and in the execution of the change (Hill & Jones, 2014). In contrast, the transactional leadership implies that leaders should reward or punish employees in return for their efforts and deterrence against undue behaviors in the organization. The trait leadership approach indicates that leaders are defined by personal characteristics that are integrated (Hill & Jones, 2014). Thus, diverse individual differences help in selecting and fostering an effective leader. In contrast, the situational leadership approach indicates that effective leaders are defined by the situation of the leadership needed in a diverse environment. Thus, the approach implies that leaders should be capable of adjusting their leadership style to ensure they are capable of leading certain followers (Hill & Jones, 2014).
This literature review explores on various journal articles that have focused on the leadership approaches in different setups. One of the critical journal articles that have investigated the role of leadership approach is by Den, Deanne, and Belshack (2012). The article investigates when the transformational leadership leads to proactive behavior of the employee. Equally, the study explores the role of self-efficacy and autonomy in influencing employee personal initiative (Den, Deanne, & Belschak, 2012). The study was conducted using two-multisource researchers to evaluate the interaction between the contextual and personal variables towards the proactive behavior of employees. Consequently, the three authors of their study found that transformational leadership, employee independence, and breadth of the service-efficacy have a positive impact in stimulating proactive behavior among the employees (Den, Deanne, & Belschak, 2012). Furthermore, the study found the positive interaction between the personal and contextual variables in determining the proactive behavior of the employees. The findings of the study indicate that transformational leadership and high employee autonomy relate positively in enhancing the proactive behavior of the workers in i ...
Identifying & Building Leadership CapabilityOpicGroup
With the aim of getting as many different perspectives as possible, we have
compared the literature and the vast amount of data available on organisational development and leadership. This whitepaper outlines research undertaken to identify the common capabilities (defined as a combination of attributes and traits that lead to sustainable behaviour) for executive roles.
Theories of leadership 1Determine two (2) leadership theorie.docxssusera34210
Theories of leadership 1
Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.
The position where a person with legal rights holds or uses a public office to serve and lead a group of people or a community as a whole is known as public leadership.
Leadership theories that define leadership
Trait leadership theories
The qualities of a person define trait theories. This theory argues that some people are born with some aspects of leadership to do what pertains their leadership. Study show leadership is made up of some characteristics or traits which are (Lewin 1939 in Robbins; Chemers 1997):
· The need for power
· Assertive
· Intelligence
· Trustworthy
· Ability to motivate a person
· Self confident
This theory shows that leaders need some certain characteristics whether in classroom, company or war. Some situations may demand more than one trait that differs to the situation which the other leader holds.
Situational leadership theories
This theory supports different type of styles exercised by leaders. Situation to situation changes are needed in this type of leadership. The theory allows leaders who adapt quickly to changes in different situations to be hired more quickly. It is not enough to have different type of leadership styles, the leader should know how to apply the styles to influence and take control of the people.
Leadership styles that define public leader
· Participative style
It is also known as democratic leadership style, the style puts into consideration peers and member team input where participative leaders make the final decision. By employees contributing towards decision making this leadership style improves employee morale. Whenever a company reorganizes its operation this style enables employees to adapt quickly to company changes since they were involved towards decision making.
· Transformative style
This leadership style involves levels and means of communication for management to achieve goals and objectives. Employees motivation can be enhanced by leaders this improves efficiency and productivity in an organization through visibility and high communication. For the management to meet objectives and goals transformative style is required.
The reason or rationale for question one is that leadership can be taught, also leadership is a gift which a person is born with. A person can teach himself or herself how to be trustworthy which justifies leadership can be taught. Ability to motivate others and the need for power forms a strong rationale on theories of leadership. The traits can be integrated from one theory to another.
2. Assess the effectiveness of the two (2) leadership theories from Question 1. Provide two (2) examples for each leadership theory.
Assessment of trait leadership theory
Traditional views and common assessments of leadership have assessed many theories to what can be developed out of effe ...
The document discusses various theories of leadership including:
- Trait theory which focuses on personal qualities that differentiate leaders.
- Behavioral theories including Ohio State studies identifying consideration and initiating structure as key dimensions.
- Contingency theories which propose that leadership style depends on situational factors. Fiedler's contingency model assesses situational favorability.
- Transformational leadership inspires followers through idealized influence, inspiration, intellectual stimulation and individualized consideration.
WHERE IS THE RUNNING HEAD 1
WHERE IS THE RUNNING HEAD 5
Where is the title and why did you put in an abstract?
Just FOLLOW DIRECTIONS
Abstract
The above is not even centered
Leadership in organizations plays an important role in ensuring the company's objectives are attained with the monitoring of daily organizational operations. Leadership structures the decision-making process within an organization, which explains the intended purpose of the operations within the organization. Leadership varies depending on the nature of the organization's operations in chasing its goals; hence, decisions require scrutiny and understanding of the concerns within the organization. This paper gives concepts on leadership and explains different theories in meeting the expected goal of the organizations.
Comparison and contrasting Contrasting of leadership Leadership theoriesTheories
Different leadership theories follow values that the management concludes to be effective in extracting intended results hence differences in the leadership theories we discuss in this paper. There are different leadership theories, including situational leadership theory, which educates leaders on dealing with matters. In contrast, behavioral theory indicates learning skills toward becoming a good leader. The strengths of handling situations include saving on the costs of maintaining and deciding on methods to undertake in expecting positive results (Zaccaro et al., 2018). The response to situations is administered after the occurrence and the need for leadership qualities. Many leaders prefer situational leadership since a short time is taken to make decisions on situations at hand, which makes the responses effective as solutions. The strategy involves high expertise since its expectations of the decisions would be certain and accurate leadership. Behavioral leadership involves developing habits from practice in certain leadership skills through gaining experience in a certain field.
The leadership theory shapes leaders' characters and makes them familiar with issues they would have experienced during the learning process. Behaviors developed would influence decisions made in the organization since risks and strategies in fulfilling the plans would be evaluated adequately. The character of individuals grows with exposure to many issues in the organization and industry, hence the ability to make informed decisions in leading the organization. Adopting foreign skills improves the organization's quality in market sales since the leadership standards would be similar to those in foreign markets (Offermann & Coats, 2018). Trait leadership portrays similar qualities to behavioral leadership because of the common objective of leaders mastering the skill of leadership through learning. However, the theories differ in behavior adoption, where behaviors are perceived to be innate .
Running Head: ANNOTATED BIBLIOGRAPHY 1ANNOTATED BIBLIOGRAPHY 2
Annotated Bibliography
William Fiedler
Columbia Southern University
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). "Leader vision and the development of adaptive and proactive performance: A longitudinal study," Journal of Applied Psychology, 95(1): 174-182.
This study proposes that situational leadership model, as a kind of leader vision, would bring about an increment in the adaptivity for employees in an organization who were high in openness to work for a role change. This is a perfect fit for my research for the reason that it illustrates how situational leadership model influences organizational employees in bringing about an increment in their adaptivity. It is an objective source because it illustrates the facts that lie under situational leadership model that when employed by leaders in their leader vision task, it would positively change the performance employees. This source is of importance for my research because it will help in analyzes significant effects of situational leadership model in increasing employees’ adaptivity.
Kaifi, B. A., Noor, A. O., Nguyen, N., Aslami, W. & Khanfar, N. M. (2013). The importance of situational leadership in the workforce: A study based on Gender, Place of birth, and generational affiliation. Journal of Contemporary Management, 29-40.
In this article, authors’ main point is that situational leadership is an important aspect that organizations should put into consideration for them to succeed in their daily performance. This source fits my research in that it helps analyzes the process by which organizations will make use of situational leadership theory to develop their daily performance. This source is objective for the reason that it analyzes the facts that organizations benefit from utilizing the situational leadership model. This research will be of importance in my research because it will help obtain information on the manner by which organizations make use of situational leadership model to run their daily practices effectively.
Manepatil, U. (2013). Situational Leadership Model. ROR, II(VI), 1-4.
In this article, the main point Manepatil brings out is that situational leadership considers leaders as varying their emphasis on various activities as well as relationship behaviors to best act on a different level of follower maturity. This source fits my research in that it attempts to define the actual meaning of situational leadership model. This source is objective because it is based on facts of the functions of situational leadership model. This source will be of significance in my paper because it will help in recognizing what situational leadership is and how it functions in addition to its benefits.
Mujtaba, B. & Sungkhawan, J. (2009). Situational Leadership and Diversity Management Coaching skills. Journal of Diversity M ...
How good are you at receiving feedback about yourself Do you enjoLizbethQuinonez813
How good are you at receiving feedback about yourself? Do you enjoy it or do you find it difficult? Well, for this assignment, you are going to ask two (2) people in your life to complete the feedback form below, discuss their feedback with you, and afterward, send the completed form back to you. Their feedback will provide the basis for your paper.
ATTACHED BELOW
Do the following, to complete this assignment:
Provide the Feedback Form to at least two (2) different people in your life. Consider family members, co-workers, partners, or friends.
It would be prudent to send it to more than two (2) people, just in case some are too busy or fail to respond in a timely manner.
Once a form has been completed, BUT before you have seen/read it:
Think about the questions you will need to address below.
Meet with the respondent via phone, video chat, or in person.
Have the respondent read their answers to you.
Write a 2 page paper , using proper spelling and grammar, based on the questions below:
Who critiqued you and what is your relationship to them?
What did you perceive during your feedback session with them?
What answers surprised you?
What answers didn't surprise you?
Did this have any influence, positive or constructive, on your perception of yourself?
At the end of your paper, copy and paste the content from the completed Feedback Forms returned by your respondents.
***RUBRIC***
General Assignment Requirements
10% of total grade
Mastery: Advanced or exceeds achievement
Met length requirement. Minimal to no spelling and grammar errors.
Feedback Perception and its Impact
45% of total grade
Mastery: Advanced or exceeds achievement
An in-depth description of the student's perception of the feedback was given. Superior details were used with strong evidence of perception comprehension. An in-depth description of the how the feedback and meeting had an impact on the student's perception. Superior comprehension of the perception process was shown.
Reaction to Feedback and Sheets Provided
45% of total grade
Mastery: Advanced or exceeds achievement
An in-depth description of the student's reaction to the feedback was given. Superior explanation with thorough details were provided. 2 or more feedback sheets were included, and they were thoroughly complete.
Running Head: THE RESEARCH PROPOSAL
THE RESEARCH PROPOSAL 58
The Role of Strategic Management and Leadership Traits on Employee Performance, Motivation, and Job Satisfaction: Chapters 1 – 3 of the Dissertation
Submitted to South University
College of Business
In Partial Fulfillment of the Requirements
For the Degree of
Doctor of Business Administration
Ameki Williams
South University
BUS8105E_A-Doctoral Dissertation Proposal
Dr. Matthew Kuofie
06/15/2022
Abstract
The research study will focus on the role of strategic management traits on employee performance, motivation, and job satisfaction. A literature review shows that strategic management style affects employees' performan ...
11.leadership style and emotional intelligence -a gender comparisonAlexander Decker
This document summarizes a study that examined the relationship between gender, leadership style (transactional vs transformational), and emotional intelligence. The study found no significant gender differences in leadership style. Women scored higher than men on the emotional intelligence factors of relating well and emotional mentoring. Transactional leadership style had a higher interaction with some emotional intelligence components than transformational leadership. The document provides background on leadership styles, emotional intelligence, and discusses some gender differences in traits relevant to leadership.
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Assessing the Situational Leadership of Managers in the Mobile Service Industry.pdf
1. Assessing the Situational Leadership of Managers
in the Mobile Service Industry
Himani Bhasin*
*
Learning & Development Manager at OPPO Mobile India Pvt. Ltd. Email: himani_7@outlook.com
Abstract
The purpose of this research is to assess the effective
leadership as specified in Hersey and Blanchard’s Situational
Leadership Theory (SLT). This research reviews major
theories of leadership. This research presents the application
of the Hersey-Blanchard Situational Leadership Model
in the corporate world. With the help of this research, we
are able to draw an inference about the leadership style of
Area Service Manager (ASM) in the Service department
of a mobile company. The nationality of the ASMs, along
with their leadership style, was also described for a better
understanding. The impact of the leadership styles is also
observed and studied in detail.
Keywords: Leadership, Situational Leadership
Style, Managerial Leadership, Impact of Leadership,
Leadership Style
International Journal on Leadership
7 (2) 2019, 49-57
http://publishingindia.com/ijl/
Introduction
Leadership: Leadership is possessed by a leader who
has the ability and talent of encouraging a group of
people to act towards achieving a common goal. A lot of
leadership theories describe the characteristics that lead
people to turn into leaders. These theories highlight the
traits of leaders, and attempt to identify the behaviours
that leaders can adopt to improve their own leadership
abilities and skills in different nuances. Few debates on
the psychology of leadership also focused on the nature
versus nurture approach. Moreover, these theories also
identified that certain people were simply born leaders as
they had the ability in them as a gift.
Situational Theory of Leadership: This theory says that
the most effective style of leadership changes from
situation to situation and is inevitable. A leader must be
able to adapt or change his/her style and approach to
diverse instances, to be most productive and successful.
This theory is also referred to as the Hersey-Blanchard
Situational Leadership Theory. It was developed by
Dr. Paul Hersey and Kenneth Blanchard. For instance,
some employees work properly and lead better under
a leader who is more autocratic and directive. For few
team members, success will more likely be possible if the
leader can step back and trust his/her team members to
take decision-making forward and carry out plans without
the leader’s direct involvement. Similarly, not all types
of departments or industries require the same skills and
leadership traits in equal measures. Some industries
demand a large measure of innovation; whereas in others,
personal charisma and relational connection with clients
are far more important.
According to the Situational Leadership Theory (SLT),
there are four primary leadership styles:
● Telling (S1): The leader tells people what to do and
how to do it.
● Selling (S2): This style involves more back and
forth between leaders and followers. Leaders “sell”
their ideas and messages to get group members to
buy into the process.
● Participating (S3): The leader offers less direc-
tion and allows members of the group to partici-
pate more actively in coming up with ideas and
decision-making.
● Delegating (S4): This style is characterized by a less
involved, hands-off approach to leadership. Group
members tend to make most of the decisions and
take most of the responsibility for what happens.
Submitted: 22 March, 2019
Revised: 15 May, 2019
Accepted: 20 May, 2019
2. 50 International Journal on Leadership Volume 7 Issue 2 October 2019
Objectives of the Study
● To assess the leadership style of Area Service
Managers (ASM) as per the SLT.
● To evaluate the leadership style of managers with
their nationality.
Review of Literature
McCleskey (2014) describes three seminal leadership
theories and their development. The analysis of a
sampling of recent articles in each theory is included here.
The manuscript also discusses the concept of leadership
development in light of those three seminal theories and
offers suggestions for moving forward towards both the
academic study of leadership and the practical application
of research findings on the field.
Larsson and Vinberg (2010) conducted a study to identify
common leadership behaviours at a small group of
successful companies and organize those behaviours into
suitable categories to discuss theoretical implications
of situational aspects of effective leadership. The study
attempted to uncover common leadership behaviours as
they related to quality, effectiveness, environment, and
health perceptions. The research conclude that successful
leadership includes both universally applicable elements
(task-oriented) and contingency elements (relation and
change-oriented). The authors suggest additional research
in leadership and quality, and in leadership and follower
health outcomes.
Paul and Elder (2008) presented a guide for the analysis
of research articles. They suggested that the examination
of an article explicitly considers traits such as purpose,
questions, information, concepts, assumptions, inferences,
point of view, and implications in the study.
Arvidsson, Johansson, Ek, and Askelson (2007) used
a situational leadership framework in the study of air
traffic control employees. This research investigated
how leadership styles and adaptability may vary across
different situations in the air traffic control arena. The
findings suggest linking leadership and safety and a
relationship between leadership and reduced stress levels.
The authors’ implicit assumptions included a relationship
between effective leadership and workplace safety as
well as a relationship between leadership effectiveness
and stress, and between stress and poor workplace
performance.
Thompson and Vecchio (2007) studied three versions
of the leadership dynamics derived from Hersey and
Blanchard’s SLT. Survey data collected from 357
banking employees and 80 supervisors sampled from
10 Norwegian financial institutions were analyzed for
predicted interactions. Results indicated that the 2007
revised theory was a poorer predictor of subordinate
performance and attitudes than the original version. The
third, alternative version (which predicted an autonomy
× job experience interaction) offered promise for further
exploration of the theory’s essential principle that
employee outcomes are associated with prescribed leader
behaviours in combination with follower developmental
level.
Warren, Green, and Weitzel (1990) studied Hersey and
Blanchard’s SLT (1982) and came up with a mixed
empirical validation. This study examines the underlying
assumptions regarding the theory’s prescriptions that
subordinate maturity moderates the relationship of leader
task and relationship behaviours with indicants of leader
effectiveness. Results of this analysis do not support
these assumptions. An examination of the more complex
predictions of the theory also shows little support for it.
Yukl (1989) evaluates major theories of leadership
and summarizes findings from empirical research on
leadership. Major topics and controversies include
leadership versus management, leader traits and skills,
leader behaviour and activities, leader power and
influence, situational determinants of leader behaviour,
situational moderator variables, transformational
leadership, importance of leadership for organizational
effectiveness, and leadership as an attributional process.
Methodological issues in leadership research and
implications for improving managerial practice are
also discussed. An integrating conceptual framework is
presented to show how the different theories and lines of
research fit together.
Vecchio and Robert P. (1987), in a study of 303 teachers
representing14highschools,tookmeasuresofsupervisory
style (consideration and initiating structure), follower
3. Assessing the Situational Leadership of Managers in the Mobile Service Industry 51
maturity, performance, and satisfaction with supervision
and quality of leader-member exchange. A variety of
statistical tests was conducted to test the prescriptions
for effective supervision contained in SLT (Hersey &
Blanchard, 1982). Results suggest that the theory may
hold only for certain types of employees. Specifically,
the results imply that more recently hired employees may
need and appreciate greater task structuring from their
superior.
Kerr & Jermier (1978) conducted a research to test the
SLT. Overall, its theoretical robustness and pragmatic
utility are challenged because of logical and internal
inconsistencies, conceptual ambiguity, incompleteness,
and confusion associated with multiple versions of the
model. The role of the authors’ of Situational Leadership
in creating confusion about the theory is detailed.
Fernandez and Vecchio (1993) conducted a research in a
replication and extension of prior studies of SLT (Hersey
& Blanchard, 1993). Data from 332 university employees
and 32 supervisors were collected on dimensions of
leader behaviour and follower maturity in order to test
predictions for the outcomes of employee performance,
satisfaction, and quality of leader-member exchange.
Further analysis suggested that supervisory monitoring
and consideration may interact with job level such
that monitoring has a positive impact for lower level
employees, while consideration has a more positive
impact on higher level employees.
Norris and Vecchio (1992), in a test of Hersey and
Blanchard’s SLT, engaged 91 full-time nurses and their
supervisors who provided data on employee performance,
maturity, and affect as well as leader style. Although
directional results were obtained that supported the
theory in the low- and moderate-maturity conditions, the
magnitude of these results was not significant.
Research Methodology
● Research Design - The research design is descrip-
tive research design.
● Type of Research - The type of research used is pri-
mary research.
● Research Area - The research area was OPPO
Mobile India Pvt. Ltd., Gurgaon.
● Duration of Research - 4 March 2019–27 April 2019
● Sample Size - A sample size of 39 ASMs was taken.
● Sampling selection- 100% of the sample was taken.
● Methods of Data Collection - Standardized
Psychometric Questionnaire – Situational
Leadership Theory by Hersey & Blanchard.
Data Analysis
Based on the research conducted on “assessing the
situational leadership of managers in the service
department of the mobile company”, questionnaires were
administered to 39 ASMs and the following observations
were made:
Leadership Style of ASMs
The analysis shows that 16 ASMs out of 39 follow the
“selling leadership style”. This shows that the ASMs in
the service department sell their ideas and message to get
group members to buy into the process. The remaining
large proportion of the ASMs follows the participating
leadership style. Participative style of leadership or
democratic leadership describes the functioning of a
leader as a facilitator who simply induces, commands,
orders, or offers assignment to each team member. The
lesser proportion of ASMs follows the delegating and
telling style of leadership.
Table 1: Data Representation of Leadership Styles of
ASMs
Leadership Style Count of Leadership Style
Delegating 6
Participating 11
Selling 16
Telling 6
Grand Total 39
4. 52 International Journal on Leadership Volume 7 Issue 2 October 2019
Fig. 1: Graphical Representation of Leadership Styles of ASMs
Leadership Style with Nationality of ASMs
The analysis shows the breakdown of leadership styles
of the respective ASMs of different locations with their
nationality. The analysis shows that 11 Indian ASMs out
of 24 follow the “selling leadership style”. This shows that
the ASMs in the service department sell their ideas and
message to get group members to buy into the process.
Remaining six ASMs follow the participating leadership
style followed by six ASMs following telling leadership
style. The participative leader offers less direction and
more distributive role to the team members to participate
and share their insights. He also allows members to take
a more active role in coming up with new ideas, insights,
and decision-making. Contrary, the telling leader tells
people what to do and how to do it. Only one Indian ASM
follows delegating style. On the other hand, the Chinese
ASMs (15 in number) exhibit selling, participating &
delegating leadership style.
Table 2: Data Representation of Leadership Styles with the Nationality of ASMs
Count of Leadership Style Nationality
Indian Grand Total
Row Labels Chinese
Delegating 5 1 6
Participating 5 6 11
Selling 5 11 16
Telling 6 6
Grand Total 15 24 39
Table 3: Branch Wise Representation of Leadership Styles of ASMs with Their Nationality
Count of Leadership Style
Branch
Nationality
Indian Grand Total
Leadership Style Chinese
Delegating Bihar 1 1
Lucknow 1 1
Madhya Pradesh 1 1
Noida 1 1
South TN 1 1
West Bengal 1 1
Delegating Total 5 1 6
Participating Andhra Pradesh 1 1
Bihar 1 1
Delhi 1 1
5. Assessing the Situational Leadership of Managers in the Mobile Service Industry 53
Count of Leadership Style
Branch
Nationality
Indian Grand Total
Leadership Style Chinese
Jharkhand 1 1
Lucknow 1 1
Nagpur 1 1
Odisha 1 1 2
South TN 1 1
Telangana 1 1
West Bengal 1 1
Participating Total 5 6 11
Selling Assam 1 1 2
Chandigarh 1 1
Gujarat 1 1
Karnataka 1 1
Kerala 1 1
Mumbai 2 2
Noida 1 1
Pune 1 1
Punjab 1 1 2
Rajasthan 1 1
Telangana 1 1
Uttarakhand 1 1 2
Selling Total 5 11 16
Telling Andhra Pradesh 1 1
Chhattisgarh 1 1
Haryana 1 1
Madhya Pradesh 1 1
Pune 1 1
Telangana 1 1
Telling Total 6 6
Grand Total 15 24 39
Fig. 2: Graphical Representation of Leadership Styles of ASMs with Their Nationality
6. 54 International Journal on Leadership Volume 7 Issue 2 October 2019
Result & Discussions
From the above data analysis, it can be observed that
a majority of ASMs in the service department of the
mobile company follow the “selling leadership style”.
This leadership style is best used when the final decision
is outside the control of the team members; however,
the leader may want them to feel empowered about the
decision. By selling your team on a decision, you can get
their buy-in regarding their views and induce engagement
amongst your team. The remaining large proportion of
the ASMs follows the participating leadership style.
This leadership style is the functioning of a leader as a
facilitator who simply induces, commands, orders, or
makes assignment for each team member. Best advantage
of this leadership style is that it allows to have another
possible leader that can boom within the organization in
due time and can be best suited for succession planning.
Many leaders prefer this leadership style because it
involves an active involvement of every team member,
which helps them demonstrate their creativity, abilities,
and talents. This ensures a team to discover hidden assets
or high-potential people that can eventually help the
team or organization grow. A leadership environment
must encourage other team members to be involved in
the process of decision making. The lesser proportion
of ASMs follows the delegating and telling style of
leadership.
Conclusions
This also draws us to a conclusion that the Hersey-
Blanchard model suggests managers adapt their leadership
style to tasks and relationships in the workplace.
Henceforth, depending upon the type of followers and
the type of industry that you are into, you tend to adopt
different styles. The mobile industry is aggressive and
one can usually get the work done on time by followers
by selling their ideas.
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Appendix
Situational Leadership Style – Hersey and Blanchard
Self-assessment questions: Read through the situation questions and please select the statement that you prefer or feel
suits you best.
Situation Alternative Action
1. Your group is not responding lately to your
friendly conversation and obvious concern for
their welfare. Their performance is declining
rapidly.
A. Emphasize the use of uniform procedures and the necessity for task ac-
complishment.
B. Make yourself available for discussion but do not push your involvement.
C. Talk with them and then set goals.
D. Intentionally do not intervene.
2. The observable performance of your group is
increasing. You have been making sure that all
members were aware of their responsibilities
and expected standards of performance.
A. Engage in friendly interaction, but continue to make sure that all members
are aware of their responsibilities and expected standards of performance.
B. Take no definite action.
C. Do what you can to make the group feel important and involved.
D. Emphasize the importance of deadlines and tasks.
3. Members of your group are unable to solve a
problem themselves. You have normally left
them alone. Group performance and interper-
sonal relations have been good.
A. Work with the group and together engage in program solving.
B. Let the group work it out.
C. Act quickly and firmly to correct and redirect.
D. Encourage the group to work on the problem and be supportive of their
efforts.
4. You are considering a change. Your group has
a fine record of accomplishment. They respect
the need for change.
A. Allow group involvement in developing the change, but do not be too
directive.
B. Announce changes and them implement with close supervision.
C. Allow the group to formulate its own directive.
D. Incorporate group recommendations, but you direct the change.
5. The performance of your group has been drop-
ping during the last few months. Members have
been unconcerned with meeting objectives. Re-
defining roles and responsibilities has helped it
the past. They have continually needed remind-
ing to have their tasks done on time.
A. Allow the group to formulate its own direction.
B. Incorporate group recommendations, but see that objectives are met.
C. Redefine roles and responsibilities and supervise carefully.
D. Allow group involvement in determining roles and responsibilities but do
not be too directive.
6. You stepped into an efficiently run group. The
previous leader tightly controlled the situation.
You want to maintain a productive situation, but
would like to begin having more time building
interpersonal relationships among members.
A. Do what you can do to make the group feel important and involved.
B. Emphasize the importance of deadlines and tasks.
C. Intentionally do not intervene.
D. Get the group involved in decision-making, but see that objectives are met.
7. You are considering changing to a structure
that will be new to your group. Members of
the group have made suggestions about needed
change. The group has been productive and
demonstrated flexibility.
A. Define the change and supervise carefully.
B. Participate with the group in developing the change but allow members to
organize the implementation.
C. Be willing to make changes as recommended, but maintain control of the
implementation.
D. Be supportive in discussing the situation with the group but not too direc-
tive.
8. Group performance and interpersonal relations
are good. You feel somewhat unsure about your
lack of direction in the group.
A. Leave the group alone.
B. Discuss the situation with the group and then you initiate necessary chang-
es.
C. Redefine goals and supervise carefully.
D. Allow group involvement in setting goal, but don’t push.
9. Assessing the Situational Leadership of Managers in the Mobile Service Industry 57
Situation Alternative Action
9. You have been appointed to give leadership
to a study group that is far overdue in making
requested recommendations for change. The
group is not clear on its goals. Attendance at
sessions has been poor. Their meetings have
turned into social gatherings. Potentially they
have the talent necessary to help.
A. Let the group work out its problems.
B. Incorporate group recommendations, but see that objectives are met.
C. Redefine goals and supervise carefully.
D. Allow group involvement in setting goals, but do not push.
10. Your group, usually able to take responsibility,
is not responding to your recent redefining of
job responsibilities as a result of one member
leaving the city.
A. Allow group involvement in redefining standards but don’t take control.
B. Redefine standards and supervise carefully.
C. Avoid confrontation by not applying pressure, leave situation alone.
D. Incorporate group recommendations, but see that new job responsibilities
are met.
11. You have been promoted to a leadership posi-
tion. The previous leader was involved in the
affairs of the group. The group has adequately
handled its tasks and direction. Interpersonal re-
lationships in the group are good.
A. Take steps to direct the group towards working in a well-defined manner.
B. Involve the group in decision-making and reinforce good contributions.
C. Discuss past performance with the group and then you examine the need
for new practice. D. Continue to leave the group alone.
12. Recent information indicates some internal
difficulties among group members. The group
has a remarkable record of accomplishment.
Members have effectively maintained long
range goals. The have worked in harmony for
the past year. All are well qualified for the tasks.
A. Try out your solution with the group and examine the need for new pro-
cedures.
B. Allow group members to work it out themselves.
C. Act quickly and firmly to correct and redirect.
D. Participate in problem discussion while providing support for group mem-
bers.
SITUATIONS ALTERNATIVE ACTIONS
1 A C B D
2 D A C B
3 C A D B
4 B D A C
5 C B D A
6 B D A C
7 A C B D
8 C B D A
9 C B D A
10 B D A C
11 A C B D
12 C A D B
TOTAL
LEADERSHIP
STYLE
TELLING
(DIRECTING)
SELLING
(COACHING)
PARTICIPATING
(FACILITATIING)
DELEGATING
(OBSERVING)
Scoring Your Self-Assessment: Circle the responses
from your self-assessment Situation questions on the
scoring sheet below. Add up each column to determine
your preferred leadership style according to the Hersey
and Blanchard model.