Compare and contrast leadership principles of the 20th century with those advocated for leaders of the 21st century;
Provide evidence to support the style of leadership that will work best for you in a given school leadership role;
Provide examples of how contingency and situational leadership theories inform contemporary leadership practices
This document outlines several historical theories of leadership:
1. Traits theories from the 1930s focused on innate qualities but were found lacking.
2. Behavioral theories of the 1940-50s examined how effective leaders differ in their actions. Ohio State University's model looked at task-oriented and relations-oriented behaviors.
3. Contingency theories from the 1960s-70s proposed that leadership effectiveness depends on matching style to situational factors. Fiedler's contingency theory and path-goal theory examined how leader style fits the context.
CAREGIVING grade 7 and 8 Tools, Equipment and Paraphernalia aligned with MELC...Shaira Payumo
Caregiving Grade 7 and Grade 8 Explaratory Course aligned with MELCS
for video discussion
Lesson 1 Meal Preparation- https://www.youtube.com/watch?v=w86sC9qvy8M&t=560s
Lesson 1.Taking Vital Sign- https://www.youtube.com/watch?v=ZPkgPyrBbis&t=1199s
An air pot is a vessel usually rounded which is used for holding liquid to maintain heat or coldness.
Coffee Maker
A coffee maker is an electric countertop appliance that brews hot coffee automatically.
Blender
A blender is a kitchen and laboratory appliance which is used to mix, puree, or emulsify food and other substances
Food Processor
A food processor is a multi-tasking tool which is used to slice, dice, or whip food ingredients.
Microwave Oven
A microwave oven is an oven that uses microwave to cook or heat food.
Stove
A stove is an appliance in which electricity/gas is utilized to supply heat to be used for cooking or reheating.
Chopping Board
A chopping board is a flat, wooden, or plastic board where meats or vegetables can be cut.
Electric Knife
An electric knife is a kitchen device which is used for slicing food. It requires less physical effort than an ordinary knife and
The document discusses leadership, motivation, groups, and teams. It covers key concepts such as different leadership styles (autocratic, democratic, laissez-faire), approaches to leadership (trait, behavioral, transformational), stages of group development (forming, storming, norming, performing), and differences between groups and teams. The document provides definitions and characteristics of these various management-related concepts to help understand leadership functions and group dynamics within organizations.
This document discusses leadership and followership. It defines leadership as guiding others to achieve results, while followership involves being directed by a leader. The document outlines several theories of leadership, including trait, behavioral, contingency, and transformational theories. It also discusses leadership styles like autocratic, democratic, and laissez-faire. Overall, the document provides an overview of concepts and theories related to both leadership and followership.
The document discusses what makes a good leader and the differences between leadership and management. It notes that leadership involves setting a new direction or vision, while management focuses on directing resources according to existing plans. Good leadership requires flexible styles that adapt to different situations. Leaders gain respect through honorable character, serving the organization, and concentrating on beliefs, knowledge, and actions that motivate others and provide direction.
This is a small presentation on developing others in the army. Most of the slides are self explanatory and they have really good information. This PowerPoint is for a 10 -15 minutes presentation give or take on how you like presenting.
Educational leadership involves creating positive change in education through roles like principals and administrators. An effective educational philosophy includes developing a vision for the future, establishing core values, providing leader training, managing change, leveraging diversity, and maintaining a sense of humor. Key principles of leadership are self-improvement, competence, responsibility, decision-making, exemplary behavior, caring for staff, communication, accountability, supervision, and team training. Functions of educational leaders are executive oversight, planning, policymaking, expertise, external representation, internal relations, rewards/punishment, conflict resolution, exemplifying behavior, symbolizing the institution, responsibility substitution, ideology guidance, a fatherly role, and accepting blame.
This document discusses several leadership styles: authoritarian, paternalistic, democratic, laissez-faire, transactional, and transformational. The authoritarian style involves close control and supervision. Paternalistic leadership treats subordinates like family. Democratic leadership shares decision-making with group members. Laissez-faire gives complete freedom to followers. Transactional leadership uses rewards and punishments to motivate. Transformational leadership inspires and transforms followers.
This document outlines several historical theories of leadership:
1. Traits theories from the 1930s focused on innate qualities but were found lacking.
2. Behavioral theories of the 1940-50s examined how effective leaders differ in their actions. Ohio State University's model looked at task-oriented and relations-oriented behaviors.
3. Contingency theories from the 1960s-70s proposed that leadership effectiveness depends on matching style to situational factors. Fiedler's contingency theory and path-goal theory examined how leader style fits the context.
CAREGIVING grade 7 and 8 Tools, Equipment and Paraphernalia aligned with MELC...Shaira Payumo
Caregiving Grade 7 and Grade 8 Explaratory Course aligned with MELCS
for video discussion
Lesson 1 Meal Preparation- https://www.youtube.com/watch?v=w86sC9qvy8M&t=560s
Lesson 1.Taking Vital Sign- https://www.youtube.com/watch?v=ZPkgPyrBbis&t=1199s
An air pot is a vessel usually rounded which is used for holding liquid to maintain heat or coldness.
Coffee Maker
A coffee maker is an electric countertop appliance that brews hot coffee automatically.
Blender
A blender is a kitchen and laboratory appliance which is used to mix, puree, or emulsify food and other substances
Food Processor
A food processor is a multi-tasking tool which is used to slice, dice, or whip food ingredients.
Microwave Oven
A microwave oven is an oven that uses microwave to cook or heat food.
Stove
A stove is an appliance in which electricity/gas is utilized to supply heat to be used for cooking or reheating.
Chopping Board
A chopping board is a flat, wooden, or plastic board where meats or vegetables can be cut.
Electric Knife
An electric knife is a kitchen device which is used for slicing food. It requires less physical effort than an ordinary knife and
The document discusses leadership, motivation, groups, and teams. It covers key concepts such as different leadership styles (autocratic, democratic, laissez-faire), approaches to leadership (trait, behavioral, transformational), stages of group development (forming, storming, norming, performing), and differences between groups and teams. The document provides definitions and characteristics of these various management-related concepts to help understand leadership functions and group dynamics within organizations.
This document discusses leadership and followership. It defines leadership as guiding others to achieve results, while followership involves being directed by a leader. The document outlines several theories of leadership, including trait, behavioral, contingency, and transformational theories. It also discusses leadership styles like autocratic, democratic, and laissez-faire. Overall, the document provides an overview of concepts and theories related to both leadership and followership.
The document discusses what makes a good leader and the differences between leadership and management. It notes that leadership involves setting a new direction or vision, while management focuses on directing resources according to existing plans. Good leadership requires flexible styles that adapt to different situations. Leaders gain respect through honorable character, serving the organization, and concentrating on beliefs, knowledge, and actions that motivate others and provide direction.
This is a small presentation on developing others in the army. Most of the slides are self explanatory and they have really good information. This PowerPoint is for a 10 -15 minutes presentation give or take on how you like presenting.
Educational leadership involves creating positive change in education through roles like principals and administrators. An effective educational philosophy includes developing a vision for the future, establishing core values, providing leader training, managing change, leveraging diversity, and maintaining a sense of humor. Key principles of leadership are self-improvement, competence, responsibility, decision-making, exemplary behavior, caring for staff, communication, accountability, supervision, and team training. Functions of educational leaders are executive oversight, planning, policymaking, expertise, external representation, internal relations, rewards/punishment, conflict resolution, exemplifying behavior, symbolizing the institution, responsibility substitution, ideology guidance, a fatherly role, and accepting blame.
This document discusses several leadership styles: authoritarian, paternalistic, democratic, laissez-faire, transactional, and transformational. The authoritarian style involves close control and supervision. Paternalistic leadership treats subordinates like family. Democratic leadership shares decision-making with group members. Laissez-faire gives complete freedom to followers. Transactional leadership uses rewards and punishments to motivate. Transformational leadership inspires and transforms followers.
Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals.
Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization.
Supervision is a management activity and supervisors have a management role in the organization.
Fiedler's contingency model, cognitive resource theory, situational leadership theory, and path-goal theory are contingency theories of leadership that consider the situation. Fiedler's model asserts that a leader's style is fixed but the situation can be changed to fit the leader. Situational leadership theory and path-goal theory propose that a leader's style should be adapted to fit the situation, including follower readiness and environmental factors. Cognitive resource theory examines how a leader's intelligence and experience interact with stress levels in a situation to determine effectiveness.
Advisers responsibility on handling cases in guidance & counselingJayson Hernandez
This document discusses the roles and responsibilities of teachers in delivering guidance services. It outlines that teachers serve as listeners and advisors to students, referring agents who can detect student needs, discoverers of human potential by encouraging student talents, career educators who integrate career topics, human relations facilitators by modeling positive interactions, and supporters of the guidance program. The document also notes teachers' responsibilities include submitting student performance reports, implementing school rules, conducting advisory guidance, and assisting the guidance counselor. It recommends teachers use the WDEP approach of helping students clarify what they want, evaluate their doing, and plan to achieve goals while building an understanding relationship.
Caregiving involves providing physical and emotional care and support for friends or family members. Caregivers help with daily tasks like meals, personal care, transportation, and medical procedures. Common caregiver responsibilities include buying groceries, cooking, cleaning, helping with dressing, bathing, administering medications, handling finances, providing companionship, and responding to crises. Caregivers play an important role on the healthcare team by communicating with medical professionals, encouraging their loved one, and taking care of their own needs. Proper tools, equipment, and safety practices are important for caregivers to learn in order to effectively and safely provide care.
Situational and Contingency Leadership TheoryIyah Orlanda
The document summarizes two leadership theories: situational leadership theory and Fiedler's contingency model. Situational leadership theory proposes that effective leadership depends on the readiness of followers and adapts leadership style based on follower maturity. Fiedler's contingency model states that leadership effectiveness depends on the interaction between a leader's style (task-oriented vs. relationship-oriented) and situational favorability based on leader-member relations, task structure, and leader power. Both theories argue against a single best leadership style and emphasize adapting to situational and individual factors.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
This document provides learning materials on farm tools, equipment, and maintenance for students. It begins with learning objectives and a pre-test on farm tool identification. It then defines key terms like farm tools, implements, and equipment. The main content covers the proper use and maintenance of common farm tools and equipment. It emphasizes the importance of tool maintenance, providing steps for cleaning, sharpening, and lubricating tools to remove rust and dirt and prepare them for use. Videos are also presented on how different farm equipment works. The goal is to teach students to properly use and care for the tools involved in agricultural production.
There are several models that attempt to categorize different types of followership. Kelly's model describes four types: sheep, who are passive and uncritical thinkers; yes people, who are active but also uncritical; survivors, who do just enough to get by; and effective followers, who are active, independent thinkers. Potter and Rosenbach's model places followers on axes of relationship initiative versus performance initiative, identifying politicians, partners, contributors, and subordinates. The Curphy-Roellig model evaluates followers based on critical thinking versus engagement, identifying criticizers, self-starters, brown-nosers, and slackers. Effective followership requires both independent, critical thinking as well as active participation. The nature of the leader
This document discusses leadership styles and situational leadership theory. It defines leadership and different leadership styles including autocratic, democratic, and free rein. It explains that situational leadership theory states that the most effective leadership style depends on followers' willingness and ability. Specific styles are recommended based on different combinations of followers' willingness and ability, such as directive style for unwilling and unable followers. The document emphasizes that leaders should choose styles based on the situation and be willing to change styles as situations change.
Situational leadership theory was developed by Paul Hersey and Ken Blanchard. It focuses on assessing a follower's readiness and adapting leadership style to match. There are four leadership styles - telling, selling, participating, and delegating - that are used depending on the follower's skill and willingness levels, which range from low maturity and needing direction to high maturity where the leader can delegate. The most effective leaders are flexible and able to determine the appropriate style for the task and group.
Caregiving Tools, Equipment and Paraphernalia Cleaning, Laundry and Ironing a...Shaira Payumo
Caregiving Lesson 1.3 Cleaning, Laundry and Ironing
Laundry, Cleaning and Ironing
Use of Tools, Equipment, and Paraphernalia in Caregiving
Broom
A broom is a tool which is used for sweeping dirt. It consists of twigs and bristles bound together and attached to a handle.
Duster
A duster is a cloth or brush which is used in removing dirt and dust.
Dustpan
A dustpan is a handled pan or scoop into which dust is swept.
Laundry/ Sorting Basket
A laundry basket is a hamper that is used for holding dirty clothes for washing or wet clothes for drying. It may also be used for sorting clean clothes to be folded.
Dryer
A dryer is a machine or apparatus that removes moisture through ventilation or heat.
Clothes Hanger
A hanger resembles the shape of a person’s shoulders and is used to hang garments on.
Flat Iron
A clothes iron is an electric appliance which is used along with an ironing board, to iron or press clothing, fabric or draperies.
Ironing Board
An ironing board is a long, narrow padded board, often with collapsible supporting legs, used as a working surface for ironing.
Bottle Sterilizer
A bottle sterilizer is an apparatus which is used in destructing microorganisms in containers like feeding bottle through boiling.
Dishwasher
A dishwasher is a mechanical device for cleaning dishes, eating utensils and pots.
Washing Machine
A washing machine is an electric appliance which is used for washing clothes and linen.
Vacuum Cleaner
A vacuum cleaner is an electrical appliance which is used for cleaning floors, carpets, and furniture by suction.
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
Contingency theory states that there is no single best approach to leadership and that the effectiveness of a leadership style depends on contingencies such as internal/external factors, technology, customers/competitors, and government regulations. Key theorists of contingency theory include Fred Fiedler who developed the contingency model of leadership effectiveness based on leader-member relations, task structure, and positional power. Paul Hersey and Kenneth Blanchard developed situational leadership theory which proposes matching leadership style to follower readiness level and maturity. Victor Vroom proposed decision making depends on factors like decision quality, subordinate commitment, and time constraints, defining autocratic and consultative decision procedures.
A brief history of leadership research (6)mineflores99
The document discusses various schools of leadership theory that have emerged over time, beginning with the Great Man theory in the early 20th century. It then covers theories from the 1950s focused on leader behaviors and traits. Contingency theory from the 1960s incorporated situational factors. More recent theories emphasized relations between leaders and followers and new forms of leadership like transformational leadership. The document concludes by noting areas for further leadership research.
Caregiving refers to providing assistance to those who are ill, disabled, or need help with daily activities. It requires meeting the physical, mental, social, and psychological needs of both the caregiver and the person receiving care. A caregiver is responsible for caring for someone with poor mental or physical health, including managing medications, assisting with daily tasks like bathing, and handling household duties. Proper caregiving involves using medical devices correctly to monitor things like vital signs, preparing nutritious meals, and maintaining cleanliness.
The document discusses leadership theories including trait theories focusing on innate qualities, behavioral theories examining leader behaviors, and contingency theories emphasizing situational factors. It also contrasts transactional leaders who focus on day-to-day operations versus transformational leaders who inspire followers to achieve extraordinary outcomes through vision and trust. Modern views of leadership emphasize the importance of credibility and trust between leaders and followers.
The document discusses values and leadership. It defines values as a set of beliefs and ideas that guide decision making and behavior. It also defines ethics and morals as rules of conduct based on right and wrong actions. Effective leaders demonstrate their values through their actions of talking, explaining, and showing. They also recognize and reward team members. The document quotes Roy Disney saying that it is not hard to make decisions when you know your values.
Role of team leader, Qualities of Effective Team Leader, Belbin Team RolesNidhin Chandrasekharan
The document discusses the roles and qualities of effective team leaders. It describes that team leaders are responsible for communicating goals, motivating team members, and assessing performance. Effective team leaders communicate well, motivate others, inspire trust, and have a team orientation. The document also discusses Belbin's nine team roles that classify roles into action, people, and thought orientations like the shaper, coordinator, and plant roles.
The document discusses theories of charismatic and transformational leadership. It describes how charismatic leadership emerged from Max Weber's work and involves exceptional abilities and inspiring visions. Crisis situations allow charismatic leaders to gain followers by appearing confident with solutions. Key behaviors include articulating a vision, communicating high expectations, and demonstrating risk-taking. While visionary, these leaders can also develop delusions if not checked by followers. Transformational leadership aims to stimulate new perspectives beyond the leader's views alone. Developing an appealing vision can initiate positive organizational change when created through an inclusive process and linked to core values.
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
Leadership is the ability to effectively and responsibly engage with people, processes, and programs to achieve organizational, team or individual goals.
Supervision is the set of activities carried out by a person in order to oversee the productivity and progress of employees who report directly to that person in an organization.
Supervision is a management activity and supervisors have a management role in the organization.
Fiedler's contingency model, cognitive resource theory, situational leadership theory, and path-goal theory are contingency theories of leadership that consider the situation. Fiedler's model asserts that a leader's style is fixed but the situation can be changed to fit the leader. Situational leadership theory and path-goal theory propose that a leader's style should be adapted to fit the situation, including follower readiness and environmental factors. Cognitive resource theory examines how a leader's intelligence and experience interact with stress levels in a situation to determine effectiveness.
Advisers responsibility on handling cases in guidance & counselingJayson Hernandez
This document discusses the roles and responsibilities of teachers in delivering guidance services. It outlines that teachers serve as listeners and advisors to students, referring agents who can detect student needs, discoverers of human potential by encouraging student talents, career educators who integrate career topics, human relations facilitators by modeling positive interactions, and supporters of the guidance program. The document also notes teachers' responsibilities include submitting student performance reports, implementing school rules, conducting advisory guidance, and assisting the guidance counselor. It recommends teachers use the WDEP approach of helping students clarify what they want, evaluate their doing, and plan to achieve goals while building an understanding relationship.
Caregiving involves providing physical and emotional care and support for friends or family members. Caregivers help with daily tasks like meals, personal care, transportation, and medical procedures. Common caregiver responsibilities include buying groceries, cooking, cleaning, helping with dressing, bathing, administering medications, handling finances, providing companionship, and responding to crises. Caregivers play an important role on the healthcare team by communicating with medical professionals, encouraging their loved one, and taking care of their own needs. Proper tools, equipment, and safety practices are important for caregivers to learn in order to effectively and safely provide care.
Situational and Contingency Leadership TheoryIyah Orlanda
The document summarizes two leadership theories: situational leadership theory and Fiedler's contingency model. Situational leadership theory proposes that effective leadership depends on the readiness of followers and adapts leadership style based on follower maturity. Fiedler's contingency model states that leadership effectiveness depends on the interaction between a leader's style (task-oriented vs. relationship-oriented) and situational favorability based on leader-member relations, task structure, and leader power. Both theories argue against a single best leadership style and emphasize adapting to situational and individual factors.
This document defines leadership and discusses different leadership styles and theories. It describes task-oriented versus people-oriented leadership behaviors. Situational leadership theories like Hersey-Blanchard and path-goal theory link leadership style to situational factors. Transformational leadership promotes vision and change while transactional leadership focuses on tasks and rewards. Sources of leader power and leading organizational change are also covered.
This document provides learning materials on farm tools, equipment, and maintenance for students. It begins with learning objectives and a pre-test on farm tool identification. It then defines key terms like farm tools, implements, and equipment. The main content covers the proper use and maintenance of common farm tools and equipment. It emphasizes the importance of tool maintenance, providing steps for cleaning, sharpening, and lubricating tools to remove rust and dirt and prepare them for use. Videos are also presented on how different farm equipment works. The goal is to teach students to properly use and care for the tools involved in agricultural production.
There are several models that attempt to categorize different types of followership. Kelly's model describes four types: sheep, who are passive and uncritical thinkers; yes people, who are active but also uncritical; survivors, who do just enough to get by; and effective followers, who are active, independent thinkers. Potter and Rosenbach's model places followers on axes of relationship initiative versus performance initiative, identifying politicians, partners, contributors, and subordinates. The Curphy-Roellig model evaluates followers based on critical thinking versus engagement, identifying criticizers, self-starters, brown-nosers, and slackers. Effective followership requires both independent, critical thinking as well as active participation. The nature of the leader
This document discusses leadership styles and situational leadership theory. It defines leadership and different leadership styles including autocratic, democratic, and free rein. It explains that situational leadership theory states that the most effective leadership style depends on followers' willingness and ability. Specific styles are recommended based on different combinations of followers' willingness and ability, such as directive style for unwilling and unable followers. The document emphasizes that leaders should choose styles based on the situation and be willing to change styles as situations change.
Situational leadership theory was developed by Paul Hersey and Ken Blanchard. It focuses on assessing a follower's readiness and adapting leadership style to match. There are four leadership styles - telling, selling, participating, and delegating - that are used depending on the follower's skill and willingness levels, which range from low maturity and needing direction to high maturity where the leader can delegate. The most effective leaders are flexible and able to determine the appropriate style for the task and group.
Caregiving Tools, Equipment and Paraphernalia Cleaning, Laundry and Ironing a...Shaira Payumo
Caregiving Lesson 1.3 Cleaning, Laundry and Ironing
Laundry, Cleaning and Ironing
Use of Tools, Equipment, and Paraphernalia in Caregiving
Broom
A broom is a tool which is used for sweeping dirt. It consists of twigs and bristles bound together and attached to a handle.
Duster
A duster is a cloth or brush which is used in removing dirt and dust.
Dustpan
A dustpan is a handled pan or scoop into which dust is swept.
Laundry/ Sorting Basket
A laundry basket is a hamper that is used for holding dirty clothes for washing or wet clothes for drying. It may also be used for sorting clean clothes to be folded.
Dryer
A dryer is a machine or apparatus that removes moisture through ventilation or heat.
Clothes Hanger
A hanger resembles the shape of a person’s shoulders and is used to hang garments on.
Flat Iron
A clothes iron is an electric appliance which is used along with an ironing board, to iron or press clothing, fabric or draperies.
Ironing Board
An ironing board is a long, narrow padded board, often with collapsible supporting legs, used as a working surface for ironing.
Bottle Sterilizer
A bottle sterilizer is an apparatus which is used in destructing microorganisms in containers like feeding bottle through boiling.
Dishwasher
A dishwasher is a mechanical device for cleaning dishes, eating utensils and pots.
Washing Machine
A washing machine is an electric appliance which is used for washing clothes and linen.
Vacuum Cleaner
A vacuum cleaner is an electrical appliance which is used for cleaning floors, carpets, and furniture by suction.
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
Contingency theory states that there is no single best approach to leadership and that the effectiveness of a leadership style depends on contingencies such as internal/external factors, technology, customers/competitors, and government regulations. Key theorists of contingency theory include Fred Fiedler who developed the contingency model of leadership effectiveness based on leader-member relations, task structure, and positional power. Paul Hersey and Kenneth Blanchard developed situational leadership theory which proposes matching leadership style to follower readiness level and maturity. Victor Vroom proposed decision making depends on factors like decision quality, subordinate commitment, and time constraints, defining autocratic and consultative decision procedures.
A brief history of leadership research (6)mineflores99
The document discusses various schools of leadership theory that have emerged over time, beginning with the Great Man theory in the early 20th century. It then covers theories from the 1950s focused on leader behaviors and traits. Contingency theory from the 1960s incorporated situational factors. More recent theories emphasized relations between leaders and followers and new forms of leadership like transformational leadership. The document concludes by noting areas for further leadership research.
Caregiving refers to providing assistance to those who are ill, disabled, or need help with daily activities. It requires meeting the physical, mental, social, and psychological needs of both the caregiver and the person receiving care. A caregiver is responsible for caring for someone with poor mental or physical health, including managing medications, assisting with daily tasks like bathing, and handling household duties. Proper caregiving involves using medical devices correctly to monitor things like vital signs, preparing nutritious meals, and maintaining cleanliness.
The document discusses leadership theories including trait theories focusing on innate qualities, behavioral theories examining leader behaviors, and contingency theories emphasizing situational factors. It also contrasts transactional leaders who focus on day-to-day operations versus transformational leaders who inspire followers to achieve extraordinary outcomes through vision and trust. Modern views of leadership emphasize the importance of credibility and trust between leaders and followers.
The document discusses values and leadership. It defines values as a set of beliefs and ideas that guide decision making and behavior. It also defines ethics and morals as rules of conduct based on right and wrong actions. Effective leaders demonstrate their values through their actions of talking, explaining, and showing. They also recognize and reward team members. The document quotes Roy Disney saying that it is not hard to make decisions when you know your values.
Role of team leader, Qualities of Effective Team Leader, Belbin Team RolesNidhin Chandrasekharan
The document discusses the roles and qualities of effective team leaders. It describes that team leaders are responsible for communicating goals, motivating team members, and assessing performance. Effective team leaders communicate well, motivate others, inspire trust, and have a team orientation. The document also discusses Belbin's nine team roles that classify roles into action, people, and thought orientations like the shaper, coordinator, and plant roles.
The document discusses theories of charismatic and transformational leadership. It describes how charismatic leadership emerged from Max Weber's work and involves exceptional abilities and inspiring visions. Crisis situations allow charismatic leaders to gain followers by appearing confident with solutions. Key behaviors include articulating a vision, communicating high expectations, and demonstrating risk-taking. While visionary, these leaders can also develop delusions if not checked by followers. Transformational leadership aims to stimulate new perspectives beyond the leader's views alone. Developing an appealing vision can initiate positive organizational change when created through an inclusive process and linked to core values.
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
This document contains course notes for the course "Management and Leadership in Education". Topic 11 discusses leadership in schools. It defines leadership and identifies key traits and skills of effective leaders, such as self-confidence, integrity, and conceptual skills. The notes explain different theories of leadership, including transformational leadership and the path-goal theory. Transformational leaders inspire followers through idealized influence, intellectual stimulation, and individualized consideration. The document also distinguishes between the roles of an administrator and a leader, noting that leaders emphasize adaptive change while administrators focus on stability and efficiency.
The document summarizes several theories of leadership:
- Trait theories identified 7 traits of successful leaders like drive and integrity. Behavioral theories identified 3 styles - autocratic, democratic, and laissez-faire. Ohio State and University of Michigan studies identified consideration and initiating structure and employee/production orientations.
- Transactional leaders guide followers with social exchanges and rewards. Transformational leaders stimulate followers and address their needs. Charismatic leaders have vision, articulate it clearly, take risks, and act unusually to achieve the vision. Visionary leaders create realistic visions that improve the present.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
Educational leadership involves values, ethics and morals. It focuses on influencing others through communication to accomplish meaningful goals. Effective leaders model a range of behaviors including creating a supportive environment where people can grow and promoting harmony. Leadership distinguishes from management in that leaders focus on long term goals and substance over process, while managers focus on the present organizational performance and short term goals. Leadership involves skills such as problem solving, decision making and interpersonal skills.
Leadership theories can be categorized into trait, behavioral, contingency and emerging approaches. Trait theories focus on innate qualities and traits that distinguish leaders. Behavioral theories emphasize specific leader behaviors and styles. Contingency theories stress that leadership effectiveness depends on matching a leader's style to the situation. Emerging approaches include charismatic, visionary, transformational and transactional leadership. Effective leadership requires a combination of factors and depends on the interplay between leaders, followers and situations.
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
A Study About The Leadership Styles Of Public And Private SchoolsJim Jimenez
This study examined the relationship between task-oriented and people-oriented leadership styles of principals in public and private schools in Lahore, Pakistan. Data was collected through surveys from 149 principals, 85 from public schools and 64 from private schools. Factor analysis revealed two dimensions of leadership styles: task orientation and people orientation. Results showed private school principals were more task-oriented and people-oriented than public school principals. Public school principals exhibited a more laissez-faire leadership style. The study provides insight into differences in leadership styles between public and private school principals.
The document discusses various theories of leadership including trait theory, behavioral theory, contingency theory, and transformational theory. It examines research from Ohio State University and the University of Michigan that identified two primary dimensions of leader behavior - consideration of employees and initiating structure. The document also outlines qualities associated with good leadership such as drive, honesty, self-confidence, intelligence, and extraversion.
Leadership (Organizational Behaviour and Human Resource Managemeent)
1. What is Leadership?
2. Characteristics of leadership
3. Leadership theories
4. Styles of Leadership
This video is very helpful in understanding the leadership styles in a better way:
https://youtu.be/XKUPDUDOBVo
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
This document contains lecture slides on leadership from a management course. It discusses different leadership theories like trait theory, behavioral theories, and contingency theories. It outlines characteristics of encouraging and discouraging leaders. It contrasts managers with leaders and describes the five sources of a leader's power. The document provides examples of leadership challenges and discusses team leadership. It also provides an example case study on leadership issues at a fresh produce company.
This document discusses various leadership theories and concepts. It defines leadership as influencing others beyond expectations and describes effective leaders as those who influence, guide, and build goal-oriented teams. The document then summarizes theories such as Path-Goal theory, which states that leaders clarify paths and rewards to motivate followers, and Fiedler's contingency theory, which matches leadership styles to situational factors. Finally, it outlines four leadership behaviors in Path-Goal theory: directive, supportive, participative, and achievement-oriented.
Leadership can be defined as influencing others to achieve goals. Effective leadership depends on both traits of the leader and contingencies of the situation. Trait theories study what makes an effective leader, focusing on qualities like intelligence and self-confidence. Contingency theories emphasize that leadership style should match aspects of the situation like task structure and follower readiness. Contemporary views include transactional leadership which guides followers via rewards and punishments, and transformational leadership which inspires followers to transcend self-interest. Developing trust and empowering employees are also important issues for modern leaders.
Leadership can be defined as influencing others to achieve goals. Effective leadership depends on situational factors and matching leadership style to follower readiness and the task environment. Several theories explore contingency factors like leader-member relations, task structure, and power. Contemporary views include transactional leadership through role clarification, transformational leadership by inspiring beyond self-interest, and charismatic, visionary, and team leadership with their defining characteristics. Developing trust through credibility, empowering employees, and addressing cultural differences are also important leadership issues.
This document provides an overview of several leadership theories:
- Trait theory, which initially focused on identifying personality traits of great leaders. Research was unable to identify a consistent set of traits.
- Behavioral theory shifted the focus to what leaders do and how they act, identifying two types of behaviors: task-oriented and relationship-oriented.
- Leader-member exchange theory examines how relationships between leaders and followers develop over time and influence outcomes. It finds leaders form in-groups and out-groups.
- Contingency theory matches leaders to situations based on leadership style and situational factors. Task-motivated leaders are most effective in very favorable/unfavorable situations while relationship-motivated leaders thrive
There are different theories of leadership, including trait, behavioral, contingency, and emerging approaches. Trait theories attempt to identify consistent traits of leaders but have had limited success. Behavioral theories focus on identifying critical leadership behaviors that can be taught. Contingency theories emphasize that effective leadership depends on matching the leader's style to situational factors. Emerging approaches include charismatic, visionary, transformational, and team leadership. Effective leadership requires skills like communication, trust-building, and adapting style to employee and situational needs.
Similar to CH 2_Establishing A Framework for School Leadership.pdf (20)
Discuss the impact of age factors on learning outcomes.
Identify and accommodate learner differences in educational settings.
Explore various motivations that drive learning behaviors.
Differentiate between levels of learning and tailor instruction accordingly.
Promote learner autonomy through open learning, self-access centers, and student helpers, while encouraging student choice and effective homework practices.
CHAPTER 6 Being Teachers (Mr. VATH VARY).pptVATHVARY
Discuss the teaching scenarios.
Describe the qualities and roles of good teachers.
Identify the teacher development tools, including observations, professional development and training.
Applied Linguistics-21st century discipline.pptxVATHVARY
Define what applied linguistics is;
Discuss the history and development of the discipline and identify linkages between the discipline with the other ones, including linguistics, psychology, socio-linguistics, etc.
Describe the field of applied linguistics as a twenty-first century discipline and its future trends.
Chapter 1_An Overview of Applied Linguistics.pptVATHVARY
Describe the scope and definition of applied linguistics.
Identify the different subfields within applied linguistics.
Discuss the historical development and key figures in applied linguistics.
Analyze the methodologies used in applied linguistics research.
Apply knowledge of applied linguistics to real-world language issues.
Define motivation
and compare the behavioural
humanistic, cognitive, and social
perspectives on motivation.
Discuss the important
processes in motivation to achieve.
Explain how
relationships and sociocultural contexts
can support or undercut motivation.
Recommend how to
help students with achievement
difficulties.
CH 12 Planning, Instruction, and Technology.pptVATHVARY
Explain what is involved in
classroom planning.
Identify important forms of
teacher-centered instruction.
Discuss important forms of
learner-centered instruction.
Summarise how to effectively
use technology to help children learn.
CH 3 Lesson Plan for Young Learners-VARY.pptxVATHVARY
Discuss definitions , characteristics and principles of teaching English to young learners;
Define what the lesson is;
Identify the key elements of lesson plan;
Describe lesson goals and objectives, procedures and evaluation of the lesson;
Discuss some effective techniques and activities in teaching YL’s lesson.
Define the term'speaking'.
Create materials and speaking activities for different level of learners based on the following task and activity types: information gap and jigsaw activities, picture-based activities, storytelling, games, extemporaneous speaking, role-plays and simulations, etc.
Apply the learned strategies and techniques in the classroom and beyond.
CH_16_Making successful presentations at work.pptxVATHVARY
Describe conditions to consider when planning a presentation.
Describe the types of presentations that are typical in a business environment.
Discuss the guidelines for making an informal briefing at work.
Describe parts of a formal presentation and evaluate them based on various factors.
CH 7_Behaviorial And Cogntive Approaches.pptxVATHVARY
Define learning and
describe five approaches to studying it.
Compare classical
conditioning and operant conditioning.
Apply behavior
analysis to education.
Summarize social
cognitive approaches to learning.
CH 10 Social Constructivist Approaches.pptVATHVARY
Compare the social
constructivist approach with other
constructivist approaches.
Explain how teachers
and peers can jointly contribute to
children’s learning.
Discuss effective
decisions in structuring small-group work.
Chapter 4 Individual Variations, by John Santrock.pptVATHVARY
Discuss what intelligence is,
how it is measured, theories of multiple intelligences, the neuroscience of intelligence,
and some controversies and issues about its use by educators.
Describe learning and
thinking styles.
Characterize the nature of
personality and temperament.
CH 14_Writing Effective Short Reports.pptxVATHVARY
14.1 Why Short Reports Are Important
14.2 Periodic Reports
14.3 Sales Reports
14.4 Progress Reports
14.5 Employee Activity/Performance Reports
14.6 Trip/Travel Reports
14.7 Test Reports
14.8 Incident Reports
Conclusion: Some Final Thoughts on Short Reports
CH 3 Social contexts and Socioemotional development.pptxVATHVARY
Describe two contemporary
perspectives on socioemotional development.
Discuss how the
social contexts of families, peers, and
schools are linked with socioemotional
development.
Explain these aspects of
children’s socioemotional development:
self-esteem, identity, moral development,
and emotional development.
CH 2 Cognitive and Language Development.pptVATHVARY
Define development and
explain the main processes, periods, and
issues in development, as well as links
between development and education.
Discuss the development of
the brain and compare the cognitive
developmental theories of Jean Piaget and
Lev Vygotsky.
Identify the key features of
language, biological and environmental
influences on language, and the typical growth
of the child’s language.
Learning Objectives
13.1 Describe the types of situations for which
you might need to write a business
proposal.
13.2 Differentiate between various types of
proposals in a business environment and
describe how this impacts tone, style,
organization, and approach.
13.3 Summarize the eight guidelines for writing
a successful proposal.
13.4 Apply the guidelines for writing proposals
to draft an effective internal proposal.
13.5 Apply the guidelines for writing proposals
to create an effective sales proposal.
CH 1 Educational Psychology_A Tool for Efffective Teaching.pptVATHVARY
Describe some basic ideas about the field of educational psychology.
Exploring Educational Psychology
Historical Background
Teaching: Art and Science
Identify the attitudes and skills of an effective teacher.
Effective Teaching
Professional Knowledge and Skills
Commitment, Motivation, and Caring
Why Study Educational Psychology?
### Summary
This section explores how project management can effectively facilitate change and innovation within organizations. It highlights the complexity of managing change and the importance of making decisions at various levels. Project management, initially developed for large-scale projects, is presented as a valuable methodology adaptable to smaller-scale initiatives within Local Training Organizations (LTOs). The section also emphasizes that project management principles offer broader management lessons.
Three case studies illustrate different applications:
1. Designing a new academic writing course at a US university.
2. Developing e-learning materials for a not-for-profit LTO in Poland.
3. Reorganizing a computer lab at a Middle Eastern university.
These examples demonstrate the versatility of project management in diverse educational and organizational contexts.
CH 9 Summarizing at Work 12th edition.pptxVATHVARY
Identify what a good summary is;
Compare executive summary and evaluative summary;
Examine abstract and its two types including informative abstract and descriptive abstract
Discuss the news release.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
2. Learning Outcomes
• Provide a definition of leadership for 21st-century schools
that is aligned with the Professional Standards for Educational
Leaders (PSEL);
• Compare and contrast leadership principles of the 20th
century with those advocated for leaders of the 21st century;
• Provide evidence to support the style of leadership that will
work best for you in a given school leadership role;
• Provide examples of how contingency and situational
leadership theories inform contemporary leadership
practices;
• List the sources of power and give an example of how each
source might be used by leaders of 21st-century schools;
• Provide examples of how leadership theories of the 20th
century inform leadership practices of the 21st century.
MR. VATH VARY
2
3. Let me hear your voice!
• What is leadership?
• Are people born to be leaders?/ Can people learn to become
leaders?
• What personal characteristics (special personalities or physical traits)
distinguish effective leaders from nonleaders?
• What leadership behaviors distinguish effective leaders from
ineffective leaders?
• Do leaders tell people what to do, closely monitor their
performance, and admonish them if things are not done as
prescribed?
• Do leaders articulate a vision and inspire other members of the
organization to share that vision?
As society becomes more complex, schools
become equally complex, placing a greater
demand on individuals who lead them.
MR. VATH VARY
3
4. Leadership Defined
… is a process used by leaders to give purpose to the collective efforts of
members of the organization while influencing them to work collaboratively
in an environment of mutual respect and trust.
MR. VATH VARY
4
Influence
Goal
Attainments
Followers
Lunenburg, F. C., & Ornstein, A.
(2011). Educational administration:
Concepts and practices. (6th ed). London:
Cengage Learning.
… is a process whereby one
individual influences other
group members toward the
attainment of defined or
organizational goals (Lunenburg, &
Ornstein, 2011)
5. Leadership Defined
MR. VATH VARY
5
• Have self-efficacy, (are confident,
know who they are and what they want
to accomplish,and take initiative to
achieve the desired outcome)
• have a vision of what the school
organization needs to achieve and
can inspire others to share that
vision
• have a deep knowledge of their skills
and attributes, as well as the skills and
attributes of others, and can motivate
and energize the individuals with
whom they work to use their skills
and attributes to achieve a shared
vision
Effective leaders
of today’s schools
6. The Professional Standards for Educational Leaders (2015)
MR. VATH VARY
6
The primary focus
of the standards is
student learning and
foundational
principles of
leadership.
7. Collaborative Leadership
The practice of collaboration
requires School leaders to
identify their own limitations
and the strengths of others to
fill such voids
… is the influential behavior of an individual who persuades followers to go
over and above routine policies, procedures, and directives, replacing
compliance and conformity with commitment.
Example:
If a principal’s strengths lie in
curriculum & instruction, he might
employ an assistant principal who is
good at financial management.
MR. VATH VARY
7
In performing the above functions, the Professional Standards for
Educational Leaders advocates collaborative leadership as the type
that is likely to be most effective in 21st-century schools.
Question: What is
Collaborative leadership?
8. Trait Theories
Behavior
Theories
Contingency
Theories
Focus on personal traits
that distinguish leaders
from non-leaders and
effective leaders from
ineffective leaders
Compare the
behaviors of effective
and ineffective
leaders to see how
successful leaders
behave
Effective leadership
depends on the
interaction of leader’s
personal traits, behavior,
and factors in the context
of the situation the leader
leads
MR. VATH VARY
8
There is no one best way to function in a
given school situation.
Leadership: A Historical Perspective
9. The Personal Characteristics and Traits of Leaders
Do leaders have distinctive
Traits and personal
characteristics?
The Dispositions of
School Leaders
The assumption
around trait
theory was that
some individuals
were born with
traits that made
them successful
leaders.
Many studies identify
traits and dispositions
consistently associated
with leaders who
generate positive
outcomes for
themselves, their
followers, as well as
the organizations they
lead (see Table 2.2)
MR. VATH VARY
9
Disposition refers to the concept as the leader’s inclination to act in a
certain way, usually guided by their beliefs and values
(individuals who are persistent, self-confident, have drive, and value
honesty and integrity)
10. Traits, Dispositions, and Leader Effectiveness
Effective leaders, inside and outside the field of
education, exhibit these traits
MR. VATH VARY 10
11. Studies of
Leader
Behavior
Focus on what effectives leaders do.
‘What types of behaviors do effective leaders
exhibit?’
Different from Trait theories, which focus on
what effective leaders are
To answer to this question,
researchers studied the different patterns of behavior
used by leaders to complete organizational tasks
Studies conducted at …
The University of Iowa: 3 styles of leader behavior
The Ohio State University: 2 dimensions of leader behavior
The University of Michigan: 3 dimensions of leader behavior
MR. VATH VARY
11
The effects of leader behaviors on organizational
outcomes: job satisfaction,morale,and
productivity.
12. The University of Iowa (1939): 3 styles of leader behavior
The studies looked at the effects of different styles
of leader behavior on the group
The studies suggested that leadership can be
classified on the basis of how the leader handles
several decision-making situations
MR. VATH VARY
12
Autocratic
(authoritarian) democratic laissez-faire
13. The University of Iowa: 3 Styles of leader behavior
MR. VATH VARY
13
14. Initiating structure (Rask-oriented leader
behaviors)
• consisted of behaviors related to the
degree to which leaders defined their
behavior and the behavior of followers for
the completion of tasks within an
organization
• A leader focuses directly on organizational
performance goals, organizes and defines
tasks, assigns work, establishes channels
of communication, delineates relationships
with subordinates,and evaluates work
group performance.
Consideration (People-oriented
leader behaviors)
• consisted of behaviors related to the
degree to which the leader
expressed concern for the welfare of
other individuals in the organization.
• A leader exhibits trust, respect,
warmth , support, and concern
for the welfare of subordinates.
The Ohio State University: Dimensions of Leader Behavior
2 Dimensions of Leader Behavior
MR. VATH VARY 14
The studies aimed to identify leader behaviors necessary
for the attainment of group and organizational goals.
Questions: ‘What types of behavior do leaders display? What effect do
these leader behaviors have on work group performance and satisfaction?’
15. The Ohio State University: Dimensions of Leader Behavior
The combination of high structure/high consideration leads to higher
satisfaction and performance among the other three combinations.
Mr. VATH VARY
15
Initiating structure
• Leaders who initiate structure assign
staff members to particular tasks,
maintain definite standards of
performance, emphasize meeting
deadlines, encourage the use of
uniform procedures, let staff members
know what is expected of them, and
see to it that staff members are
working up to capacity
Consideration
• Leaders who manifest
consideration listen to
staff members‘ ideas,
are friendly and
approachable,treat all
staff members as
equals, and frequently
use employee ideas.
16. Organizational Dimensions
Theorized by
Getzels and Guba
(1957), the school
is an organization
consisting of two
independent and
interacting
dimensions:
Normative &
Idiographic
Leaders must motivate followers to expend the necessary energy
to reach school goals and reward them according to their
accomplishments
MR. VATH VARY
16
17. The research focused on identifying relationships among leader behavior, group
processes, and measures of group performance, using Likert’s theory of
organization (1961, 1967): 3 types of leader behaviors differentiated leader
effectiveness from ineffectiveness
Task-oriented behavior
• Effective leaders
focused on followers,
set work standards that
were high but
obtainable, carefully
organized tasks,
identified the methods
to be used in carrying
them out, and closely
supervised the work of
followers
Relationship-oriented
behavior
• Effective leaders
emphasized the
development of
interpersonal relationships
while focusing on the
personal needs of followers
and the development of the
kinds of relationships that
would motivate followers to
set and achieve high-
performance goals.
The University of Michigan: Tasks, Relationships, and
Participative Leader Behavior:
Participative leadership
behavior
• Effective leaders made
extensive use of group
supervision, rather than the
separate supervision of each
follower.
• Leaders are directive,
constructive, and supportive,
allowing some degree of
autonomy regarding group work
• This enhances follower
participation in decision
making, communication,
cooperation, and resolving
conflict
MR. VATH VARY 17
18. Blake and Mouton’s Managerial Grid (1985)
Relation
ship
Task
Concern for
production (task),
• the degree to which
leaders focus on
task completion, set
clear objectives,
and establish
processes and
procedures to
achieve those
objectives
• Blake and Mouton theorized that a leader might fall somewhere in
between these two dimensions.
• They plotted five locations on a grid, each describing a unique
leadership style.
Concern for people
(relationship),
• the degree to which
leaders give
consideration to the
needs and interests
of followers when
selecting
approaches to use
in completing
organizational tasks
MR. VATH VARY
18
Blake and Mouton developed another two-dimensional of leadership
orientation ‘the Managerial Grid (presently Leadership Grid)’ as a tool for
identifying a leader's style.
19. Table 2.4 Descriptors of Leader Behavior According to Blake and Mouton
Leader develop good relations among
colleagues.
Leader uses power, authority, and control
to maximize production.
Leader completes the minimum
requirements necessary to remain
employed
Leader maintains the status quo and
displays an attitude of “go along to get
along.”
Leader emphasizes a high concern for
both task completion and maintenance of
positive interpersonal relationships with
people
19
MR. VATH VARY
20. 20
MR. VATH VARY
Leader–Follower Relationships
How do leaders interact with followers?
• says that leaders create in-groups will have
higher performance ratings, less turnover, and
greater job satisfaction.
• emphasizes that leaders have different
sorts of relationships with different
subordinates.
Proposed by
George Graen
and Fred
Dansereau, the
leader–member
exchange (LMX)
model of
leadership
• The unique relationship of leader’s attempt to
delegate and assign work roles produces two
types of leader–member exchange interactions:
• In-group exchange: trust and respect.
• Out-group exchange: lack of trust and
respect
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Leader–Follower Relationships
• Routinization occurs as the relationship
becomes well established.
• It is at this stage that similarities (for the in-
group) and differences (often accentuated
for the out-group) become cemented.
• Role-taking happens early in a follower’s
work experience.
• Here the leader offers opportunities and
evaluates the follower’s performance and
potential
The process of
the relationship
developed as
follows:
• Role-making is the stage where a role is
created based on a process of trust building.
• This is a fragile stage, and any perceived
betrayals can lead to the follower being
dropped from the developing in-group
and assigned to the out-group.
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Behavioral
Dimension
The
University
of Iowa
The Ohio
State
University
University
of Michigan
Managerial
Grid
Task-oriented leader
behavior
Autocratic
style
Initiating
structure
Task-oriented
behavior
Concern for
production
Relationship-oriented
leader behavior Democratic
style
Considerati
on
Relationship-
oriented leader
behavior Concern for
people
Participation-oriented
leader
participative
leadership
behavior
Laissez-
faire style
Summary
23. Contingency and Situational
Leadership Theories
• Instead, effective
leadership behavior
is "contingent" on the
situation
‘the interaction of the
leader's personal traits,
the leader's behavior,
and factors in the
leadership situation’
• Efforts to discover
the one best set of
leader traits and
the one best set of
leader behaviors
in all situations
have failed.
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• In the late 1970s, a group
of researchers and school
administrators are more
likely to believe that the
practice of leadership is
too complex to be
represented by a single
set of traits or behaviors.
The questions we ask regarding contingency leadership shift:
• From … "Is authoritarian, initiating structure, production-centered
leadership more effective than democratic, consideration, employee-
centered leadership?"
• To a different question: "In what situations will production-centered
leadership be effective, and under what set of circumstances will
employee-centered leadership be effective?"
25. Fiedler’ Contingency Model (1976):
2 types of leadership styles
• The leader with a relationship-
oriented style completes tasks by
developing positive relationships
with followers
• The leader with a task-oriented
style is primarily concerned
with completing tasks
Fiedler Contingency Model (1979)
The effectiveness of the
leader is the result of the
interaction of the two factors:
• the consistent interaction that
occurs between a leader and a
group in a given situation
• the degree to which a particular
situation enables a leader to exert
influence over a group
Leadership
style
Situational
favorableness
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26. Fiedler’s Contingency Model (1976):
task-oriented style & relationship-oriented style
Fiedler developed an index called the Least-Preferred Coworker (LPC) Scale
with a set of 16 bipolar adjectives along an 8-point scale to measure leadership
style.
The leader uses this scale to complete a three-step process.
1st step, he or she is asked to think of all the persons with whom he or she has worked ;
2nd step describes the one with whom he or she preferred to work least.
3rd step requires the leader to describe the individual using the bipolar scales.
How can the leader's LPC score be interpreted?
• If the least-preferred coworker is described using positive concepts, the leader
is considered relationship-oriented, and If the opposite is true, then the
leader is considered task-oriented
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27. Leader–member
relations:
• the degree to which
the leader is accepted
by the followers and
receives their loyalties
and support: the quality
of the relationship between
the leader and the
follower/group.
Task structure:
• the extent to which
tasks are standardized,
documented, and
controlled: the nature of
the subordinate's task–
whether it is routine
(structured) or complex
(unstructured).
Leader position power :
• the extent to which the
leader has the authority
to assess follower
performance and give
rewards or punishments:
to hire and fire, give pay raises
and promotions, and to direct
subordinates to task
completion.
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Fiedler’s Contingency Model (1976): Situational favorableness: 3
situational factors determine the effective styles
• Do my subordinates
accept me as a
leader?”
• Do my subordinates
perform unambiguous,
easily understood tasks?
• Do I have power to
reward and punish?
28. Leader–member
relations
• The assumption is
that if subordinates
respect and trust the
leader, it will be
easier for the leader
to exercise influence
in accomplishing
tasks .
Task structure
1. the extent of goal clarity (i.e., the degree
to which the task requirements are known
by subordinates),
2. the multiplicity of goal paths (i.e.,
whether there are many or few
procedures for solving the problem),
3. the extent of decision verifiability (i.e.,
whether performance can be easily
evaluated), and
4. the solution specificity (i.e., whether there
are one or many correct solutions).
Leader position
power
• The more position
power held by the
leader, the more
favorable the
leadership
situation
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Fiedler’s Contingency Model (1976): Situational favorableness: 3
situational factors determine the effective styles
• When the task to be performed is
highly,it enables the leader to set
performance standards and hold
subordinates accountable.
• When the task is unstructured, the leader may be
in a poor position to evaluate subordinate
performance.
• because the goals are unclear,there are
multiple paths to achieve them,and the
leader may possess no more knowledge
about the task than the subordinates
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29
The combination of 3
leadership
characteristics yields
8 leadership situations
wherein the leader is
either in a very
favorable position, a
very unfavorable
position, or
somewhere between
the 2 poles.
30. Vroom–Yetton Normative Decision Model
Vroom andYetton (1973) analyzed the effects of leader behavior on decision
quality and follower acceptance of the decision.
Decision acceptance:
• is the degree of
follower commitment
to implement a
decision effectively.
The Vroom–Yetton model posits that follower participation will result in higher-quality
decisions when followers possess the relevant information and are willing to
participate in the decision-making process.
Decision quality :
• refers to the objective
aspect of the decision
that affects group
performance aside
from any effects
mediated by decision
acceptance.
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• Should a leader make decisions alone or involve
followers? What factors can help a leader determine how
to make decisions?
31. Vroom–Yetton Normative Decision Model
31
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Vroom–Jago Revised Model (1988) presented a decision tree
to help leaders determine the “best” approach under
different combinations of circumstances
time constraints
the geographical
dispersion of the
followers
the amount of
follower
information
32. Expectancy:
A belief that job-related effort will result in a
certain performance level
People want
different things from
the organization
(Good salary,job
security,advancement,
and challenge).
An individual's
behavior
is a result of
conscious
choice.
People join
organizations with
expectations
about their needs,
motivations, and
past experiences
Expectancy theory is based
on four assumptions.
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people will choose
among
alternatives so as
to optimize
outcomes for them
personally.
Expectancy Theory (Victor Vroom, 1969)
33. Expectancy Theory
(c) the desirability of the
reward that will be
received as a result of
completing the assigned
task
(b) Their ability to
achieve the desired
level of performance
(a) their ability
to successfully
complete an
assigned task
… advises that the motivational level of school faculty members
will depend on their mental expectations about:
The theory advocates a connection among:
the efforts of the individual, the possibility of a high level of performance,
and the desirability of the reward
resulting from completing a task at a highly successful level
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34. Based on the expectancy theory, House (1971) emphasizes impact of leadership behavior
on subordinates . Path–Goal Theory holds that the effective leader clarify the routes that
followers must travel to reach work-goal attainment and remove any roadblocks or pitfalls.
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Path–Goal Theory
Appropriate type of
behavior depends on
How Do Leaders Help
Followers?
• Supportive Leader: is approachable, maintains a pleasant work
environment, is considerate,and shows concern for the needs and well-
being of followers.
• Directive Leader: sets performance standards,lets followers know what
is expected of them, schedules the work, and establishes specific
directions.
• Participative Leader: consults with followers concerning work-related
matters and takes their opinion into consideration when making decisions.
• Achievement-Oriented Leader: stresses excellence in performance,
sets goals that are challenging, and shows confidence in the ability of
followers to achieve challenging performance standards.
followers:
(characteristics,
abilities & needs)
work
environment
(task structure, formal
authority system &
workgroup
characteristics)
He identified
four styles:
35. Provided some understanding of the relationship between effective
leadership styles and the maturity level of followers
What is maturity level?
… the extent to which a follower demonstrates the ability to perform a task
(job maturity) and his or her willingness to accept responsibility (motivational level) for its
completion.
Hersey, Blanchard, & Natemeyer, (1979) developed a leadership
effectiveness model consisting of two dimensions of leader behavior
Task behavior :
• the extent to which the leader
engages in one-way communication
by explaining what is to be done,
how it is to be done, and when it is
to be completed
Relationship behavior :
• the extent to which the leader
engages in two-way
communication to provide
supportive and facilitative
behaviors.
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Hersey and Blanchard’s Theory of Situational
Leadership (1996)
36. Directing style:
• Leaders provide
followers with specific
instructions regarding
completion of a task and
closely supervise their
performance
throughout the process
Coaching style:
• give specific directions,
closely supervise the
task, explain directions,
solicit suggestions,and
support the progress
toward task completion
Supporting style:
• Leaders facilitate and
support the efforts of the
followers toward task
accomplishment and share
responsibility for decision
making with them
Delegating style:
• Leaders may find it
acceptable to turn over
the responsibility for
decision making and
problem solving to
followers.
• Using all possible
combinations of the
2 dimensions,
leadership
behaviors were
aligned in four
quadrants.
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37. Power and Authority
• A leader has legal
(legitimate) power that is
vested in his or her
position, or role, in the
organizational hierarchy
• Leaders are able to
influence followers
because of the
strength of their
personality
(charismatic)
• Leaders control,
administer punishment to
followers for
noncompliance with the
leader’s directives, or
reward them for selected
behaviors.
• is derived from the
special ability and/or
knowledge possessed
by the leader and
needed by followers
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38. Power and Authority
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Regardless of the source of power, the manner in which a
leader exerts power and authority determines to some extent
the leader’s effectiveness
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• Taken collectively, these studies offer two basic elements
concerning effective leadership:
• concern for people
• concern for task completion.
• Finding the delicate balance between these two elements appears to
be the leadership challenge
Chapter Summary