Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
Executive Presence: Why It Matters & How to Build It Among a Diverse Group of...Monica Marcel
Presentation for the Forum on Workplace Inclusion in Minneapolis, Minnesota by Christal Morris of Towers Watson and Monica Marcel of Language & Culture Worldwide, LLC. Contact monica@lcwmail.com for more information.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
Hey groupmates! Please check out your parts.
It's still incomplete (I'm still converting our video) so please bear with me. For the mean time, please practice your parts na muna.
Bodi, your part is not there yet so practice the ppt you made muna. =p
Leading high performance teams training enable you to create fundamental aptitudes including enhancing self-comprehension, investigating the adequacy of others, group building, authority, consolation, and compromise. You will pick up a viable training of how to break down and keep up successful group performance over the task life cycle alongside how to perceive and illuminate key issues. Venture achievement not just relies upon the viability of the task group and how well they work together, yet additionally on the undertaking director's ability to control and deal with the group and focus on individuals issues.
Objectives :
Determine the characters of high-performing project teams
Successfully initiate a new project team
Inspire peak performance in project teams
Use leadership skills to create team members’ capability and commitment
Lead and manage distant project teams
Determine tactics to manage the various performance roles people take inside a team and the ways to enhance team dynamics
Set up personal strategies and activities that will construct and secure a high performing team
Share their team vision in an attractive way to motivate team member “buy in”
Describe the value of successfully managing ‘soft-side’ concerns that cause issues and postpones during product development programs
Use effective practices of employing and initiating teams
Execute methods to effectively lead and smooth effective teams
Efficiently troubleshoot problems on a team and use methods to remain efficient
Execute proven guidelines for performing effective team meetings
Course outline:
Overview of Leading High Performance Teams
Initiating a Project Team
Constructing a High-Performing Team
Accomplishing High Performing Team Dynamics
High-Performance Team Leadership
Creating a High Team Performance Management Culture and Vision
Leading Project Teams from Long distance
Making Effective Decisions
Sound Facilitation
TONEX Case Study Sample: Unit-Based High Performance Team
Leading high performance teams training
https://www.tonex.com/training-courses/leading-high-performance-teams-training/
Target Operating Model Strategy Management Governance Organization Leadership...SlideTeam
The document discusses various aspects of developing a target operating model (TOM). It addresses different types of models that can be used to achieve a TOM, including a transformation model, operating model, value model, and business model. It also covers objectives, scope, influencing factors, key dimensions, and design choices to consider for a TOM. Finally, it discusses integrating people, process, and technology components into a TOM.
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
Executive Presence: Why It Matters & How to Build It Among a Diverse Group of...Monica Marcel
Presentation for the Forum on Workplace Inclusion in Minneapolis, Minnesota by Christal Morris of Towers Watson and Monica Marcel of Language & Culture Worldwide, LLC. Contact monica@lcwmail.com for more information.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
Hey groupmates! Please check out your parts.
It's still incomplete (I'm still converting our video) so please bear with me. For the mean time, please practice your parts na muna.
Bodi, your part is not there yet so practice the ppt you made muna. =p
Leading high performance teams training enable you to create fundamental aptitudes including enhancing self-comprehension, investigating the adequacy of others, group building, authority, consolation, and compromise. You will pick up a viable training of how to break down and keep up successful group performance over the task life cycle alongside how to perceive and illuminate key issues. Venture achievement not just relies upon the viability of the task group and how well they work together, yet additionally on the undertaking director's ability to control and deal with the group and focus on individuals issues.
Objectives :
Determine the characters of high-performing project teams
Successfully initiate a new project team
Inspire peak performance in project teams
Use leadership skills to create team members’ capability and commitment
Lead and manage distant project teams
Determine tactics to manage the various performance roles people take inside a team and the ways to enhance team dynamics
Set up personal strategies and activities that will construct and secure a high performing team
Share their team vision in an attractive way to motivate team member “buy in”
Describe the value of successfully managing ‘soft-side’ concerns that cause issues and postpones during product development programs
Use effective practices of employing and initiating teams
Execute methods to effectively lead and smooth effective teams
Efficiently troubleshoot problems on a team and use methods to remain efficient
Execute proven guidelines for performing effective team meetings
Course outline:
Overview of Leading High Performance Teams
Initiating a Project Team
Constructing a High-Performing Team
Accomplishing High Performing Team Dynamics
High-Performance Team Leadership
Creating a High Team Performance Management Culture and Vision
Leading Project Teams from Long distance
Making Effective Decisions
Sound Facilitation
TONEX Case Study Sample: Unit-Based High Performance Team
Leading high performance teams training
https://www.tonex.com/training-courses/leading-high-performance-teams-training/
Target Operating Model Strategy Management Governance Organization Leadership...SlideTeam
The document discusses various aspects of developing a target operating model (TOM). It addresses different types of models that can be used to achieve a TOM, including a transformation model, operating model, value model, and business model. It also covers objectives, scope, influencing factors, key dimensions, and design choices to consider for a TOM. Finally, it discusses integrating people, process, and technology components into a TOM.
What transformational leadership is? How to be a transformational leader? Transformational Leadership is a popular topic in leadership and politic studies. This slides explains basic concepts of transformational leadership.
This one-day leadership masterclass covers applying the 7 E's of the leadership process, leadership role modelling, servant leadership, values-driven leadership, and contemporary leadership challenges. Attendees will participate in learning activities focused on self-assessment, developing influence and credibility, and addressing issues like gender equity, diversity, and leading multiple generations. The class uses theories like Aristotle's rhetorical triangle and Covey's emotional bank account to strengthen leadership skills and cultivate an effective leadership culture at Premier FMCG.
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015Danielle Kautz
This document provides an overview of situational leadership training. It discusses the purposes and learning objectives, which include developing leadership flexibility and the ability to diagnose different development levels in others. The core of the training is the Situational Leadership II Model, which involves two leadership skills: flexibility in adapting one's style, and diagnosis of an individual's competence and commitment levels. Trainees learn to identify four development levels (Enthusiastic Beginner, Disillusioned Learner, Capable Performer, Self-Reliant Achiever) and match one of four leadership styles to best support the individual in their development.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
Learning agility refers to the ability and willingness to learn from experiences and apply that learning to perform successfully in new situations. It involves welcoming diverse experiences, thinking to make sense of them, being flexible and adapting easily. Key factors of learning agility include mental agility, people agility, results agility, change agility, and self-awareness agility. An agile learner displays eagerness to learn about themselves, others, and ideas with a genuine willingness to learn from feedback and experiment thoughtfully with resilience and idealism regarding change.
The document discusses whether leaders are born or made. It includes responses from multiple individuals who believe leaders can be both born with inherent qualities and made through training and experience. Many responders argue that while some leadership traits may be innate, leadership is ultimately a set of skills that can be learned and improved over time through practice, mentoring and developing experience in different situations.
The document discusses 5 types of leaders who are prone to becoming derailed: imposters, rationalizers, glory seekers, loners, and shooting stars. Imposters lack self-awareness and see underlings as threats. Rationalizers blame others instead of accepting responsibility. Glory seekers are motivated by fame over building lasting organizations. Loners fail to create support systems. Shooting stars' lives revolve around their careers and they don't learn from mistakes. All 5 see themselves as heroes but true leadership means empowering others, not just personal success. Leaders must avoid these pitfalls to stay grounded and elicit the best performance from their teams.
Strategic Change and Strategic LeadershipSensei Ndlovu
The document discusses strategic change and strategic leadership. It provides information on managing strategic change, including identifying areas for change, barriers to change, using organizational persuasion, and becoming a learning organization. It also discusses types of strategic change, strategic issues such as time, scope, diversity and readiness. Additionally, it outlines the key actions of strategic leadership, including determining strategic direction, managing resources, sustaining culture, emphasizing ethics, and establishing controls.
The document discusses key concepts around teams and group leadership including:
1) It describes the differences between groups and teams, and explains the group performance model and dimensions of group types.
2) It discusses the three roles played in groups, and explains how norms and cohesiveness are important to teams.
3) It lists the four stages of group development and the appropriate leadership styles for each, and explains how to develop groups into effective teams.
This document discusses toxic leadership in organizations. It begins with Sherry Perkins introducing herself and her credentials in organizational development. It then discusses Profiles International, the company she represents, outlining their history, clients, and services. The presentation then covers definitions of toxic leadership, signs of toxic corporate cultures, and strategies organizations can use to combat toxicity, such as leveraging diverse ideas, strengthening communication, and encouraging collaboration.
Behavioral Theories Of Leadership Powerpoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly. Good habits evolve with our Behavioral Theories Of Leadership Powerpoint Presentation Slides. They are based on the best customs. https://bit.ly/3yJHgK0
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
A work place comprises of employees' with varied level of development. It is the responsibility of a Manager to understand the people working with him and deploy the best leadership style to get the best out of them.
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
This document discusses strategic leadership and provides examples of strategic leaders. It defines strategic leadership as expressing a strategic vision to motivate others and influence organizational change. Strategic leaders create structure, allocate resources, and have qualities like loyalty, motivation, and self-awareness. The document then profiles several strategic leaders like Mahatma Gandhi, Dr. Vijay Mallya, Ratan Tata, and Dhirubhai Ambani. It provides a case study on the Coca-Cola company facing allegations in India and their strategic response. Lastly, it includes a short quiz for the audience.
Charles Cotter presented on the 7 E's of the leadership process at the KCGC Leadership Seminar. The 7 E's are creating a vision, articulating the vision in an inspirational manner, exercising positive influence, guiding and motivating followers, being a driver of change, nurturing and developing followers, and serving as an ethical role model. Cotter discussed concepts like Aristotle's rhetorical triangle, Covey's emotional bank account, stages of team development, transformational leadership, and level five leadership. He concluded by summarizing key points and taking questions.
This document discusses servant leadership through the lenses of several leadership experts. It begins by outlining Robert Greenleaf's history and definition of servant leadership. It then examines Larry Spears' 10 characteristics of servant leaders, Patterson's 7 virtuous constructs, and Page and Wong's 7 factors of servant leadership. The document delves into each of the 7 factors identified by Page and Wong: humility, serving others, courageous leadership, visionary leadership, empowering others, participatory leadership, and inspirational leadership. For each factor, qualities and behaviors associated with that aspect of servant leadership are described.
Critical Mass Theory (Inclusive of MCCG 2021 revision) ~ Theories of Corporat...Dayana Mastura FCCA CA
The document discusses critical mass theory and its application to women on corporate boards of directors. It defines critical mass theory as suggesting that the nature of group interactions depends on minority group size, and that a threshold exists where the minority is able to influence the larger group. Research presented finds that three individuals generally constitutes a critical mass and can influence group dynamics. As it applies to boards, studies indicate that having at least three women directors allows for a critical mass where the women are better able to participate and influence discussions. The document also discusses how Norway achieved a critical mass of women on boards through quota legislation requiring at least 40% representation of both genders.
This document discusses various aspects of leadership philosophy and models. It begins by outlining qualities of effective leaders such as having high standards, being supportive, inquisitive, involved, honest, and having integrity. It then discusses the roles and responsibilities of leaders, emphasizing the importance of self-awareness, values, trust, and being a lifelong learner. The document also examines narcissistic leadership and contrasts it with effective leadership. It analyzes several models of leadership, including trait, behavioral, contingency, and transformational approaches.
This document discusses the traits of a great leader through an essay. It begins by stating that certain leaders stand out in our memories for traits like charisma and inspiration. It then explains that a great leader has empathy - they strive to understand others on a deeper level and gain knowledge of situations by hearing from all parties involved before making decisions. Great leaders also have vision and can inspire others through compelling visions of the future. They are role models who lead by example through integrity, work ethic and treating others with respect.
What transformational leadership is? How to be a transformational leader? Transformational Leadership is a popular topic in leadership and politic studies. This slides explains basic concepts of transformational leadership.
This one-day leadership masterclass covers applying the 7 E's of the leadership process, leadership role modelling, servant leadership, values-driven leadership, and contemporary leadership challenges. Attendees will participate in learning activities focused on self-assessment, developing influence and credibility, and addressing issues like gender equity, diversity, and leading multiple generations. The class uses theories like Aristotle's rhetorical triangle and Covey's emotional bank account to strengthen leadership skills and cultivate an effective leadership culture at Premier FMCG.
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015Danielle Kautz
This document provides an overview of situational leadership training. It discusses the purposes and learning objectives, which include developing leadership flexibility and the ability to diagnose different development levels in others. The core of the training is the Situational Leadership II Model, which involves two leadership skills: flexibility in adapting one's style, and diagnosis of an individual's competence and commitment levels. Trainees learn to identify four development levels (Enthusiastic Beginner, Disillusioned Learner, Capable Performer, Self-Reliant Achiever) and match one of four leadership styles to best support the individual in their development.
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
Learning agility refers to the ability and willingness to learn from experiences and apply that learning to perform successfully in new situations. It involves welcoming diverse experiences, thinking to make sense of them, being flexible and adapting easily. Key factors of learning agility include mental agility, people agility, results agility, change agility, and self-awareness agility. An agile learner displays eagerness to learn about themselves, others, and ideas with a genuine willingness to learn from feedback and experiment thoughtfully with resilience and idealism regarding change.
The document discusses whether leaders are born or made. It includes responses from multiple individuals who believe leaders can be both born with inherent qualities and made through training and experience. Many responders argue that while some leadership traits may be innate, leadership is ultimately a set of skills that can be learned and improved over time through practice, mentoring and developing experience in different situations.
The document discusses 5 types of leaders who are prone to becoming derailed: imposters, rationalizers, glory seekers, loners, and shooting stars. Imposters lack self-awareness and see underlings as threats. Rationalizers blame others instead of accepting responsibility. Glory seekers are motivated by fame over building lasting organizations. Loners fail to create support systems. Shooting stars' lives revolve around their careers and they don't learn from mistakes. All 5 see themselves as heroes but true leadership means empowering others, not just personal success. Leaders must avoid these pitfalls to stay grounded and elicit the best performance from their teams.
Strategic Change and Strategic LeadershipSensei Ndlovu
The document discusses strategic change and strategic leadership. It provides information on managing strategic change, including identifying areas for change, barriers to change, using organizational persuasion, and becoming a learning organization. It also discusses types of strategic change, strategic issues such as time, scope, diversity and readiness. Additionally, it outlines the key actions of strategic leadership, including determining strategic direction, managing resources, sustaining culture, emphasizing ethics, and establishing controls.
The document discusses key concepts around teams and group leadership including:
1) It describes the differences between groups and teams, and explains the group performance model and dimensions of group types.
2) It discusses the three roles played in groups, and explains how norms and cohesiveness are important to teams.
3) It lists the four stages of group development and the appropriate leadership styles for each, and explains how to develop groups into effective teams.
This document discusses toxic leadership in organizations. It begins with Sherry Perkins introducing herself and her credentials in organizational development. It then discusses Profiles International, the company she represents, outlining their history, clients, and services. The presentation then covers definitions of toxic leadership, signs of toxic corporate cultures, and strategies organizations can use to combat toxicity, such as leveraging diverse ideas, strengthening communication, and encouraging collaboration.
Behavioral Theories Of Leadership Powerpoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly. Good habits evolve with our Behavioral Theories Of Leadership Powerpoint Presentation Slides. They are based on the best customs. https://bit.ly/3yJHgK0
1. According to a study, leaders learned more about leadership from real work and life experiences than from formal leadership programs like MBAs, which helped them become more technically competent but did little to teach fundamental lessons or how to learn from experiences.
2. An experience-based approach to leadership development knits together on-the-job experience, life experience, and specific skill development, rather than a smorgasbord of unrelated classes.
3. This experience-based method can be adapted to people at all career stages and an organization's changing needs in complex environments.
A work place comprises of employees' with varied level of development. It is the responsibility of a Manager to understand the people working with him and deploy the best leadership style to get the best out of them.
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
This document discusses strategic leadership and provides examples of strategic leaders. It defines strategic leadership as expressing a strategic vision to motivate others and influence organizational change. Strategic leaders create structure, allocate resources, and have qualities like loyalty, motivation, and self-awareness. The document then profiles several strategic leaders like Mahatma Gandhi, Dr. Vijay Mallya, Ratan Tata, and Dhirubhai Ambani. It provides a case study on the Coca-Cola company facing allegations in India and their strategic response. Lastly, it includes a short quiz for the audience.
Charles Cotter presented on the 7 E's of the leadership process at the KCGC Leadership Seminar. The 7 E's are creating a vision, articulating the vision in an inspirational manner, exercising positive influence, guiding and motivating followers, being a driver of change, nurturing and developing followers, and serving as an ethical role model. Cotter discussed concepts like Aristotle's rhetorical triangle, Covey's emotional bank account, stages of team development, transformational leadership, and level five leadership. He concluded by summarizing key points and taking questions.
This document discusses servant leadership through the lenses of several leadership experts. It begins by outlining Robert Greenleaf's history and definition of servant leadership. It then examines Larry Spears' 10 characteristics of servant leaders, Patterson's 7 virtuous constructs, and Page and Wong's 7 factors of servant leadership. The document delves into each of the 7 factors identified by Page and Wong: humility, serving others, courageous leadership, visionary leadership, empowering others, participatory leadership, and inspirational leadership. For each factor, qualities and behaviors associated with that aspect of servant leadership are described.
Critical Mass Theory (Inclusive of MCCG 2021 revision) ~ Theories of Corporat...Dayana Mastura FCCA CA
The document discusses critical mass theory and its application to women on corporate boards of directors. It defines critical mass theory as suggesting that the nature of group interactions depends on minority group size, and that a threshold exists where the minority is able to influence the larger group. Research presented finds that three individuals generally constitutes a critical mass and can influence group dynamics. As it applies to boards, studies indicate that having at least three women directors allows for a critical mass where the women are better able to participate and influence discussions. The document also discusses how Norway achieved a critical mass of women on boards through quota legislation requiring at least 40% representation of both genders.
This document discusses various aspects of leadership philosophy and models. It begins by outlining qualities of effective leaders such as having high standards, being supportive, inquisitive, involved, honest, and having integrity. It then discusses the roles and responsibilities of leaders, emphasizing the importance of self-awareness, values, trust, and being a lifelong learner. The document also examines narcissistic leadership and contrasts it with effective leadership. It analyzes several models of leadership, including trait, behavioral, contingency, and transformational approaches.
This document discusses the traits of a great leader through an essay. It begins by stating that certain leaders stand out in our memories for traits like charisma and inspiration. It then explains that a great leader has empathy - they strive to understand others on a deeper level and gain knowledge of situations by hearing from all parties involved before making decisions. Great leaders also have vision and can inspire others through compelling visions of the future. They are role models who lead by example through integrity, work ethic and treating others with respect.
This document discusses various aspects of leadership, including definitions of leadership, characteristics of leaders, types of leadership power, and leadership models and theories. It defines leadership as the ability to influence people to work towards common goals. Leaders are described as emotionally stable, socially skilled individuals who are committed to self-development and have influence over others. The document also outlines different power bases leaders can use, including power derived from formal position or personal attributes. Transactional and transformational leadership styles are contrasted, as well as traits and contingency theories of leadership.
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.
Leadership Theory An Historical Context1guestf1d7d3
The document discusses the history and evolution of leadership theories from the 1940s to present. It covers early trait theories that posited certain innate traits determine leaders, behavioral theories that leadership can be learned/taught, and situational/contingency theories that the situation determines the leader. More recent theories discussed include transformational leadership that inspires followers and transactional leadership focused on rewards/punishments. The document also contrasts leadership with management and their different focuses.
Women tend to exhibit a more transformational leadership style compared to men. Studies have found that women score higher than men on measures of transformational leadership such as idealized influence, inspirational motivation, and individual consideration. Women leaders describe styles that emphasize participation, communication, empowering employees, and concern for employees' well-being, consistent with transformational leadership. Transformational leadership's focus on developing people aligns with traditionally feminine, communal attributes like empathy and nurturing relationships.
Applications of leadership theories in nigerian business organizationsAlexander Decker
This document discusses leadership theories and their applications in Nigerian business organizations. It begins by defining leadership and distinguishing it from management. It then reviews several leadership theories including path-goal theory, task-oriented leadership model, and integrative theory of leadership. The document finds that the organizations studied apply path-goal theory and task-oriented leadership model in their operations, resulting in low job satisfaction and high turnover among employees, as well as high job performance. It recommends that organizations adopt an integrative theory of leadership to account for different employee and environmental factors.
The Impact of Personality Traits of subordinates in their assessment of the F...inventionjournals
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass & Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in Transactional leadership style.
5 LeadershipLearning ObjectivesAfter reading this chap.docxtroutmanboris
5 Leadership
Learning Objectives
After reading this chapter, you should be able to:
• Define leadership and identify key skills and competencies of leaders.
• Examine the similarities and differences between leadership and management.
• Recognize major leadership models and how they have changed over time.
• Compare and contrast contemporary leadership styles and methodologies.
• Evaluate health care leadership challenges.
Marvin E. Newman/Sports Illustrated/Getty Images
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Vince Lombardi: The Man Who Showed Us
What It Takes To Be Number One
Few American figures embody leadership more than the venerable Vince Lombardi, deemed the
greatest National Football League (NFL) coach of all time. As coach of the Green Bay Packers from
1959 to 1967, Lombardi turned a team that was mired in losses into one of the best NFL teams in
history. The team won NFL titles in 1961, 1962, and 1965 in addition to Super Bowl titles in 1966
and 1967. Just 2 years into his tenure as coach, Lombardi took a group of underperforming under-
achievers and rebranded them as champions (Lombardi, 2003).
Often referred to as the “Greatest Coach in History,”
Lombardi said, “Coaches who can outline plays on a
blackboard are a dime a dozen. The ones who win get
inside their player and motivate” (as cited in Vecchi-
one, 1991, p. 166). Lombardi recognized that before
he could motivate his players, he would first have to
change their thought processes. He led by example, and
soon his players began to mimic his style and profes-
sionalism. Lombardi challenged his players to give
their best and then some. He encouraged them to think
on their toes and change the playbooks when appro-
priate. Lombardi was not concerned with being liked:
Those who did not agree with what he was trying to
achieve were encouraged to leave. He had a no-holds-
barred approach to winning and only wanted to work
with those who believed that the impossible was not
only possible, but firmly within reach.
Lombardi’s determination to succeed and excel made
him a model for all kinds of leaders, in sports and in
business. In the process, he helped inspire people every-
where to defy the odds and “get in the game,” not just
physically but also mentally. “Leaders are made, they
are not born,” he once said. “They are made by hard
effort, which is the price which all of us must pay to
achieve any goal that is worthwhile” (Lombardi, 2003, p. 3). Lombardi’s legacy as one of the great-
est major league football coaches is surpassed only by his legacy as one of the greatest masters of
effective leadership.
Critical Thinking and Discussion Questions
1. Both “Chainsaw Al” Dunlap (featured in the opening vignette of Chapter 3) and Vince
Lombardi effected dramatic changes in the organizations they led. Compare and contrast
their approaches and results.
2. Lombardi focused intently on winnin.
Definition Of People Oriented Leadership EssayAshley Fisher
This document discusses and compares the leadership styles of two famous college basketball coaches: Bobby Knight and Mike Krzyzewski. While both were very successful coaches who won national championships, their styles differed greatly. Knight was known for his outrageous and unacceptable behavior towards players and fans, while Krzyzewski mentored his players and led with integrity. The document examines how their differing approaches to leadership impacted their coaching careers over time. It suggests Krzyzewski's integrity-based leadership built more confidence from his team compared to Knight's volatile style.
Running Head LEADERSHIP1LEADERSHIP 3Lea.docxjeanettehully
Running Head: LEADERSHIP 1
LEADERSHIP 3
Leadership
Student’s Name
Institution Affiliation
Leadership
Narcissistic leaders are individuals who are only concerned with their social standing, self-actualization, and position within the world. Moreover, narcissistic leaders are self-absorbed and implement actions to improve these aspects, even when it is at the expense of other individuals (Northouse, 2018). Narcissistic leadership may be toxic to the success of an organization since a leader makes decisions centered on their personal needs as opposed to the needs of a company. This destructing effect is more severe if a leader holds a senior position as the forms of the decision they make encompass an increased potential to damage the organization. Machiavellian is a phrase that is associated with a leader who is perceived to be dangerous. Bill Gates exhibited transformational leadership as he was passionate about his work and adhered to a strong vision which assisted in energizing the individuals he worked with at all levels (Meyer & Meijers, 2018). Steve Jobs portrayed an autocratic style of leadership as he had a thorough eye for detail and encircled himself with like-minded individuals to follow his lead. Paul Allen was a positive energizer; as such, he created liveliness and vitality as well as strengthened other individuals around him. The traits in these leaders are positive because they were all geared towards achieving success within their respective organizations. Apple and Microsoft are both successful and renowned organizations across the globe.
References
Meyer, R., & Meijers, R. (2018). Leadership agility : developing yourrepertoire of leadership styles. London ; New York : Routledge, Taylor & Francis Group.
Northouse, P. G. (2018). Introduction to leadership : concepts and practice. Los Angeles: SAGE.
When should a leader be directive or empowering?
How to develop your own situational theory of
leadership
Henry P. Sims Jr.a,*, Samer Faraj b, Seokhwa Yun c
a Robert H. Smith School of Business, University of Maryland, College Park, MD 20742, U.S.A.
b Desautels Faculty of Management, McGill University, Montreal, Quebec H3A 1G5, Canada
c College of Business Administration, Seoul National University, Shinlim Dong, Kwanak Ku, Seoul 151-916,
Republic of Korea
Business Horizons (2009) 52, 149—158
www.elsevier.com/locate/bushor
KEYWORDS
Leadership;
Situational;
Situational leadership;
Contingency theory;
Empowering
Abstract A situational theory of leadership attempts to match a particular leader-
ship style or type to specific external circumstances. The general idea is that one type
of leadership will be effective in one situation, but a different type of leadership will
be effective in another situation. Historically, situational theories of leadership have
been too abstract to apply to specific situations. Nevertheless, the concept of
situational leadership retains considerable intuitive appeal. ...
Running Head LEADERSHIP1LEADERSHIP 3Lea.docxwlynn1
Running Head: LEADERSHIP 1
LEADERSHIP 3
Leadership
Student’s Name
Institution Affiliation
Leadership
Narcissistic leaders are individuals who are only concerned with their social standing, self-actualization, and position within the world. Moreover, narcissistic leaders are self-absorbed and implement actions to improve these aspects, even when it is at the expense of other individuals (Northouse, 2018). Narcissistic leadership may be toxic to the success of an organization since a leader makes decisions centered on their personal needs as opposed to the needs of a company. This destructing effect is more severe if a leader holds a senior position as the forms of the decision they make encompass an increased potential to damage the organization. Machiavellian is a phrase that is associated with a leader who is perceived to be dangerous. Bill Gates exhibited transformational leadership as he was passionate about his work and adhered to a strong vision which assisted in energizing the individuals he worked with at all levels (Meyer & Meijers, 2018). Steve Jobs portrayed an autocratic style of leadership as he had a thorough eye for detail and encircled himself with like-minded individuals to follow his lead. Paul Allen was a positive energizer; as such, he created liveliness and vitality as well as strengthened other individuals around him. The traits in these leaders are positive because they were all geared towards achieving success within their respective organizations. Apple and Microsoft are both successful and renowned organizations across the globe.
References
Meyer, R., & Meijers, R. (2018). Leadership agility : developing yourrepertoire of leadership styles. London ; New York : Routledge, Taylor & Francis Group.
Northouse, P. G. (2018). Introduction to leadership : concepts and practice. Los Angeles: SAGE.
When should a leader be directive or empowering?
How to develop your own situational theory of
leadership
Henry P. Sims Jr.a,*, Samer Faraj b, Seokhwa Yun c
a Robert H. Smith School of Business, University of Maryland, College Park, MD 20742, U.S.A.
b Desautels Faculty of Management, McGill University, Montreal, Quebec H3A 1G5, Canada
c College of Business Administration, Seoul National University, Shinlim Dong, Kwanak Ku, Seoul 151-916,
Republic of Korea
Business Horizons (2009) 52, 149—158
www.elsevier.com/locate/bushor
KEYWORDS
Leadership;
Situational;
Situational leadership;
Contingency theory;
Empowering
Abstract A situational theory of leadership attempts to match a particular leader-
ship style or type to specific external circumstances. The general idea is that one type
of leadership will be effective in one situation, but a different type of leadership will
be effective in another situation. Historically, situational theories of leadership have
been too abstract to apply to specific situations. Nevertheless, the concept of
situational leadership retains considerable intuitive appeal. .
People’S Beliefs On How Individuals Become Leaders AffectMiles Priar
1. Early leadership theories focused on distinguishing innate qualities between leaders and followers, while more recent theories emphasize that leadership skills can be learned and developed through training and experience.
2. Great leaders are often described as having innate characteristics like charisma, confidence, intelligence and social skills. However, other theories posit that leaders are made, not born, and that leadership abilities can be developed through teaching and observation.
3. Modern theories have identified important leadership qualities like vision, communication skills, ability to motivate and inspire followers, adaptability to different situations, and learning from experiences. The most effective leadership style
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
Relevance Of Personality And PsychopathyCarmen Martin
This document discusses leadership styles and organizational culture. It begins by defining leadership and describing Blake and Mouton's managerial grid model, which identifies five leadership styles based on concern for production and people. It then analyzes the leadership styles of Coach Krzyzewski and Coach Knight, concluding that Krzyzewski exemplifies team management while Knight alternates between country club management and authority-compliance. The document also examines organizational culture and the impact of different leadership approaches.
This document discusses theories of contemporary leadership. It examines leadership qualities necessary for success today, the impact of leadership on organizations, and the importance of moral leadership. The document outlines several modern leadership theories, including trait theory, situational approach, and path-goal theory. It emphasizes that leadership results from interaction between leaders and followers, and that different situations influence a leader's behavior.
The purpose of the article is to explore business leadership changes and developments in parallel with business leader’s changes and developments, the relationship between them and how could we bridge them to fit the best business leadership to the best business leader.
This document discusses principles of effective leadership according to Peter F. Drucker. It covers various leadership theories including trait theory, behavioral theory, and transformational leadership. Transformational leaders are able to inspire and motivate followers to achieve higher goals. They provide vision, inspire commitment to change, and empower followers. Effective leaders focus on continuous self-improvement, serving the community, and achieving results through effective planning and accountability.
TEXT BOOK READING FOR ASSIGNMENT. PGS 141-142 BELOW.docxmehek4
TEXT BOOK READING FOR ASSIGNMENT. PGS 141-142 BELOW
Running Head: LEADERSHIP STYLES FINAL PAPER
1
LEADERSHIP STYLES FINAL PAPER
2
Leadership Styles Final Paper
Student’s Name
Institutional Affiliation
Abstract
Different leaders in an organization rely on different methods to lead others. Several leadership styles exist which depends on an individual leader, the team being led and the conditions that the organization faces. In this leadership final paper, an analysis of leadership style that is suitable within the military environment is analyzed. Military leadership is a process in which the leaders influence the troops to achieve the mission, purpose, and motivation of the unit. In the military, the leadership is not authoritarian as it is depicted in the movies. The military entails training that creates responsibility and discipline. The two qualities are critical in transactional, transformational and servant leadership styles.
Introduction
General John J. Pershing once said, “A competent leader can get efficient service from poor troops, while on the contrary an incapable leader can demoralize the best of troops.” As a leader, personal accountability is the standard. A quality many never seemed to care about. Those that have been led define a leader’s true competency. If they fail, it is because the leader has failed them. In the military the principle of crucible in combat has been effective in developing exceptional leaders. In the paper the leadership styles adopted under the military context are discussed. The element of motivation is also looked at in relation to the military environment.
Transactional, Transformational and Servant Leadership Styles.
In the military, competency is usually in the eye of the beholder; commonly referred to as leadership. Their assessment comes in the form of an appraisals, non-commission officer evaluation reports or officer evaluations that amasses everything accomplished in one year. Generally, throughout that year feedback is giving. All too often that is not the case. More times than not, individuals are left to write their own evaluation. There is no more daunting a task than having to rate your ability as a leader. The last thing an individual want to do is place his or herself so high that others despise them, yet not under sell their own ability to lead others.
This, coupled with organization goals, values and mission, has the potential for several pitfalls. A true leader sees and seizes this as an opportunity. A chance too not only sharpen and hone their own leadership style, but perhaps try their hand at various others. An organization, in its simplest definition, is a group of people with a particular purpose. The military is nothing more than a group of people with the simple purpose of neutralizing the enemy. A task that the U.S. government exiles at. This task cannot be carried out to its fullest without someone at the helm leading.
It takes a skilled individual, ...
Similar to McKINSEY's CENTERED LEADERSHIP MODEL (20)
TEXT BOOK READING FOR ASSIGNMENT. PGS 141-142 BELOW.docx
McKINSEY's CENTERED LEADERSHIP MODEL
1. 1. INTRODUCTION
This assignment discusses the transition of male centered leadership to the
female centered leadership in corporate world. Several researchers have
conducted research on the argument that women in business require a different
range of leadership skills from men.
Women have similar set of managerial, leadership and interpersonal skills as
men do however, most of them lose it before reaching the top. Leadership skills
are not personalized spheres of either gender; these can be more effective for
any person regardless of gender or vice versa. At times, the leadership style of
women differ from men, but as mentioned earlier, these can be adopted my
men as well.
Researchers have classified four different thoughts to discuss the gender based
leadership concept (Appelbaum, Audet, & Miller, 2003), these are as follows:
Biology and sex believe that leadership is related to gender and is
biologically determined and inherent for men (Oakley, 2000).
Gender role acknowledges the role of mixing with people and considers
the gender to be determinant of leadership (Kolb, 1999).
Casual factors discuss various factors other than gender deciding upon
the effectiveness of leadership, being influential on it. These include
feminist attitude, self-confidence, and work environment (Cassirer &
Reskin, 2000).
Attitudinal drivers accept that women may have different set of skills of
leadership than men and they practice these in different manners (Claes,
1999).
2. 2. LITERATURE REVIEW
Researchers have found out that women may succeed as an effective leader but
they usually achieve the success by behaving and performing like men. They
separate themselves by their own feminine group and mix with their male
colleagues to match their style of leadership and management (Simpson, 2000).
Some of the leadership qualities maybe innate in the individuals but most of
these can be acquired and learned by experience (Andolsen, 2008). This
definition supports the research that leadership is not based on gender but it is
based on skill sets an individual has.
Another approach stating significant qualities of an effective leader discusses it
with every alphabet of the word leader (Porterfield & Kleiner, 2005).
L – Listening the ideas and thoughts of others and learning from those,
E – Energizing the colleagues with own commitment and fueling the whole
organization with energy,
A – Acting in the way that benefit everyone in the organization,
D – Developing their own skills as well as others,
E – Empowering the team to take risk and make decisions, and
R – Recognizing the achievement of the team.
This approach also doesn’t talk about gender, it discusses the qualities as a
person.
2.1 McKINSEY CENTERED LEADERSHIP MODEL
McKinsey & Company started a project called McKinsey Leadership
Project almost 8 years ago, to help women in corporate world navigate
the paths to effective leadership along with the learning about the factors
that help women reach the top and sustain there. The research resulted
STRATEGIC LEADERSHIP ~ 2 ~ SUBMITTED BY: REHMAN ASLAM
3. in finding five interrelated dimensions of a leadership model called
‘Centered Leadership Model’.
These dimensions include meaning, managing energy, positive framing,
connecting, and engaging (as shown in figure 2.1 below). Every one of
these is important for a leader to possess and more the engagement of
the dimension is, more would be the effectiveness of leadership.
Fig 2.1 Centered Leadership Model (Barsh, Cranston, & Craske, 2008)
STRATEGIC LEADERSHIP ~ 3 ~ SUBMITTED BY: REHMAN ASLAM
4. a) Meaning
This dimension of centered leadership model discusses the importance
of having meaning of whatever the leader believe and practice. Once
they find the meaning in their aims and goals, they enjoy the pursuit of
these aims and goals. They personally feel it worthwhile and engage
with the achievement of these goals. A goal with meaning is a goal with
purpose. It is easy to convey to the followers and sharing the meaning
actually inspire them to follow (Barsh, Cranston, & Craske, 2008). This
is the most important dimension for leaders. The leaders can convince
others very well if they themselves are clear in their objectives.
b) Managing Energy
Once the leaders find meaning to their goals, they need to manage their
energy to achieve those effectively. They need to know about
themselves in more details so that they can find their strengths and
weaknesses. The things that deplete their energy should be countered
with accordingly as well as the things that enhance their energy should
be practiced more often. When they replicate energy, it helps them to
become a role model for the people in organization to sustain their own
energy and commitment towards the goals. The art of minimizing
depletion, restoring the energy and necessary flow of it is essential for
effective leadership (Barsh, Cranston, & Craske, 2008).
c) Positive Framing
Taking things as they are helps in believing that we can do it. Optimism
enables the leaders to frame the facts and situations as they are. Having
found the meaning and managed the energy, positive framing is another
important dimension of leadership. It recognizes the facts of adversity
and responds to those with appropriate actions. A meaningful goal with
appropriate energy and motivation would lead to the positive framing
of the path for achieving the goal. Self-awareness is another important
STRATEGIC LEADERSHIP ~ 4 ~ SUBMITTED BY: REHMAN ASLAM
5. thing that leads to positive framing and enables leaders to coup with
unfavorable situations effectively and moving on with the best solution
(Seligman, 2004).
d) Connecting
Connecting with colleagues as well as other corporate professionals is
another dimension of effective leadership. The personal touch that
communication gives for achieving the goals is unmatchable. It ensures
the colleagues about personal commitment of their leader. Networking
is really important for a leader. They need to grow the network and
sponsorship to enhance their credibility as well. They also need to
reciprocate with the situations they deal with (Barsh, Cranston, &
Craske, 2008). The attitude ‘WE’ is better than ‘I’ and it is the key to
success.
e) Engaging
Engagement is related to risk taking, taking ownership for the outcome
of the goal. This includes opportunities as well as risks associated with
the goal and its outcomes. When the achievement of goal become the
personal voice of the leader, the team gets the confidence to take risks
and getting things done more effectively and sometimes differently.
Leaders who choose risk and work with it are more likely to be satisfied
with their decisions than the others who didn’t opt for risks (Gilbert,
2006). Discussing the means and methods to achieve the goals or to
solve a problem often results in coming up with better opportunities.
STRATEGIC LEADERSHIP ~ 5 ~ SUBMITTED BY: REHMAN ASLAM
6. 3. CRITICAL EVALUATION
The involvement of women in business and their success as effective leaders in
the past decades has triggered the research in this field. The gender differences
in leadership style have been studied thoroughly as women have begun to take
over more leadership positions. The research studies impact of sex
stereotyping, organizational effects of various types of leadership, and
acceptance of a diversity of non gender linked leadership styles as the main
interest.
Women used to look after their homes and families while men used to work for
living. This changed during the World War II. Despite the hazards that the war
proclaimed on us, a positive change was the involvement of women in
businesses, production and other organizations. Countries like France,
Germany, Australia, Canada, England and America focused on recruiting women
workers in order to release the men for national defense. The industrial
revolution in USA also helped this change to prosper (Cardinali, 2002).
Since then, slowly and gradually women are making their mark in national
economies with their engagement and participation in businesses. Their sense
of ownership in the organizations has made them successful in their careers.
This increasing trend is continuing in twentieth century with more female
leaders serving at the top of organizations. Though they face and have to
overcome stereotypes and gender discrimination at work (Rees & Miazhevich,
2005).
Our critical evaluation on the assertion that women in business require a
different range of leadership skills from men is supported by various
researchers as well as the Centered Leadership Model which is interlinked with
each other, overlapping with the other dimensions. Though the McKinsey’s
model was meant to be for women, men also follow it to be an effective leader.
STRATEGIC LEADERSHIP ~ 6 ~ SUBMITTED BY: REHMAN ASLAM
7. The five dimensions of leadership discussed above are essential for any leader.
The level of competency in each dimension differs for men and women. The
leadership style of men is more towards being ‘autocratic’ while for women it is
more towards being ‘democratic’.
Understanding and finding the meaning is equally important for both genders.
Women need to struggle more for sustaining energy for work and change as
they are the ones who look after their homes along with work. The passion
towards work leads to the incredible energy that helps in being effective. Zia
Mody is a successful litigator in India; she enjoys winning the cases in court.
Her passion to win excites her and restores the energy needed. She used to
work sixteen hours a day to prepare for cases along with managing three young
daughters at home (Barsh, Cranston, & Craske, 2008).
Women are stereotyped, to be more pessimists, and maybe they actually are,
rather than optimists. To become a successful leader, they need to teach
themselves optimism. Seeing things as they are help in finding better solutions
and opportunities out of any situation. They face exceptional confrontation in
affirming and developing a distinguished leadership style. The scarcity of role
models for women creates hurdles for them to look up to one. However,
framing things positively to counter their adverse effects require more efforts
by women (Seligman, 2004).
Participating in the presentations herself promotes the work done by women
rather than just working on the projects and let others present the ideas.
Displaying engagement with work portrays the confidence and strength of
women as effective leaders. Engaging colleagues and mentors to share and
discuss ideas is also an effective way of displaying leadership qualities. Shona
Brown is the senior vice president in Google Inc. She handles opportunities and
the risks associated with those opportunities quite efficiently. She is a risk
taker. She dives into the situation to find the opportunities and analyze the
risks that usually gives her success (Barsh, Cranston, & Craske, 2008).
STRATEGIC LEADERSHIP ~ 7 ~ SUBMITTED BY: REHMAN ASLAM
8. Leadership experts suggest that women should have mentors and they should
continuously ask for feedback from them. The network within or outside the
organization is also helpful in discussing the progress and issues faced in the
organization. Discussing how the meeting went with the mentor really helps in
minimizing the mistakes happened and also results in enhanced self
confidence. Membership of professional forums or organizations is an effective
way of finding female role models because observing is one of the best ways of
learning leadership styles.
Networking helps the leaders to understand the environment of any
organization. Networks act as the hub of power and social capital (Perriton,
2006). Women networks are relatively smaller than those of men but with
stronger ties and higher degree of similarity (O'Neil, Hopkins, & Sullivan,
2011). Researchers have found that social networks created by women are less
influential as well as not well developed. This results in fewer opportunities
within the organization and corporate world (Forret, 2006). Women need to
concentrate on the development of an influential network that will help them
grow and reach to the top in corporate world. Studies prove that networking
strategies that provides success to men are not equally practicable for women
in their success.
4. CONCLUSION
The Centered Leadership Model was initially designed for young women leaders
to learn and develop leadership qualities and styles to excel in corporate world.
The literature on leadership qualities and styles reflects that women need
different level of competency in the set of skills for effective leadership.
Women need to concentrate more on networking, connecting well to their
colleagues and getting good sponsorship. They need to negate the stereotypes
about themselves that they cannot be a good leader.
STRATEGIC LEADERSHIP ~ 8 ~ SUBMITTED BY: REHMAN ASLAM
9. The different attributes in female vs. male styles of leadership have been
described as follows (Appelbaum, Audet, & Miller, 2003):
Female Male
Consideration Structure
Transformational Transactional
Participative Autocratic
Socio-expressive Instruction giving
People-oriented Business oriented
Women tend to follow interpersonally oriented leadership style that focuses on
helping and doing favors for colleagues, hearing their problems, having
concerns about their well-being, explaining procedures and being friendly with
them. This style is also known as consideration (Eagly & Johannesen-Schmidt,
2001). This style focuses on connection and engagement dimensions of
centered leadership model. The attribute of women to listen to others
distinguish themselves from men, and hence is a difference between their style
of leadership and that of men.
Networking effectively and carefully for the success in their leadership roles in
also important as discussed above. Women need to develop more influential
networks to sustain the effectiveness of their leadership.
A collaborative team approach empowering employees as well as customers is
also an important attribute of women leaders. The whole team is connected to
the leader as a rim of wheel. This results in better communication with the
team as well as confidence of the team into their leader’s abilities to lead
(Appelbaum, Audet, & Miller, 2003).
Women leaders should not portray feminine orientation towards management
that is believed to be poor in leadership. This would minimize the perception or
stereotype of women being incompetent from the minds of decision makers in
any organization (Kirchmeyer, 1998).
STRATEGIC LEADERSHIP ~ 9 ~ SUBMITTED BY: REHMAN ASLAM
10. The advantages and opportunities for women in leadership style may
sometimes be countered. However, it’s often that social and organizational
changes place women in the position of new entrants into higher level
managerial roles. These women may reflect contemporary trends in
management emphasizing on transformational leadership, threatening older
and more established managers (Fondas, 1997). Nonetheless, on the whole,
research on leadership style has very favorable implications for women’s
increasing representation in the ranks of leaders.
Concluding the discussion with an example of a successful woman leader, that
had the positive growing impact on sales and revenue of PepsiCo, Indra Nooyi.
She started her career at a lower management level from Johnson & Johnson,
making her way through different positions and organizations to becoming the
CEO of PepsiCo. Her commitment and passion towards work and leadership
skills helped her in reaching at the top of world’s second largest beverages
business (PesiCo Our Leadership). Her continuous growth is the result of her
well developed and influential network throughout her career. Forbes has
ranked her as number fourth in the world’s hundred powerful women (Indra
Nooyi - Forbes). She is a role model for every woman in world to look up to for
being a successful leader.
STRATEGIC LEADERSHIP ~ 10 ~ SUBMITTED BY: REHMAN ASLAM