The document discusses several theories of leadership styles and motivation. It describes research that identified two basic leadership styles: autocratic and democratic. Additional research developed models with two dimensions of leadership behavior: initiating structure (task-focused) and consideration (people-focused). Motivation theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, equity theory, expectancy theory, and goal-setting theory. The document emphasizes that effective leadership depends on situational factors and balancing concerns for both production and employee well-being.
To understand Organisational Behavior meaning and importance,Organisation as social process,System and Contingency approach,Environmental Factors,Constraints over organization and managerial performance
The term ‘Personality' has been derived from the Latin term ‘Persona' which means to 'speak through'. Therefore a very common meaning of the term personality is the role which the person (actor) displays to the public.
To understand Organisational Behavior meaning and importance,Organisation as social process,System and Contingency approach,Environmental Factors,Constraints over organization and managerial performance
The term ‘Personality' has been derived from the Latin term ‘Persona' which means to 'speak through'. Therefore a very common meaning of the term personality is the role which the person (actor) displays to the public.
The paper by Yusuf M. Sidani (2008) summarized here presents the works of Ibn Khaldun (1332-1406), one of early contributors to structure theories in Sociology, regarding his conceptualization of leadership and the role of asabiya (group feeling) in leadership phenomena emergence.
it is about the personality perception and motivation of a person along with the theories of the personality and traits of different personality organisational behavior is the subject and it will help you prepare for the presentation for free
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
The paper by Yusuf M. Sidani (2008) summarized here presents the works of Ibn Khaldun (1332-1406), one of early contributors to structure theories in Sociology, regarding his conceptualization of leadership and the role of asabiya (group feeling) in leadership phenomena emergence.
it is about the personality perception and motivation of a person along with the theories of the personality and traits of different personality organisational behavior is the subject and it will help you prepare for the presentation for free
This is all about Motivation and motivation theory. if u further need any help you can contact with me on the following email address kcb.brurcse42@gmail,com .
Explain about features, characteristics and theories of leadership. It will also help companies to identify which type of leadership is expected nowdays and which type of leadership they should inject within the organization. how leaders can provide motivation and affect their subordinates and members
Effectiveness of leadership depends on the situation. The styles a manager chooses may depend on the following situations.
o Forces in the manager i.e. his value system & confidence in subordination
o Forces in subordinate e.g. subordinates expectation
o Forcer in the situation e.g. types of the organization, the nature of the problem, the pressure of time, etc.
Conclusion
Varying Leadership Style
Three factors that influence which leadership style to use.
1. The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
2. Staff being supervised: Staff individuals with different personalities and backgrounds; the leadership style used will vary depending upon the individual staff and what he or she will respond best to.
3. The organization: The traditions, values, philosophy, and concerns of the organization influence how a manager acts
Determining the Best Leadership Style
• Leaders tasks should be more relationship (people) oriented
• Leaders have a dominant style, one they use in a wide variety of situations
• No one best style - leaders must adjust their leadership style to the situation as well as to the people being led
• Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful.
5.1.1. LEADERSHIP THEORIES
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there are many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. Every leader is different, and no single theory works for all leaders Therefore, theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
1. Great Man Theory,
2. Trait Theory,
3. Behavioral Theories.
4. Contingency Theories,
1. GREAT MAN THEORY (Thomas Carlyle, 1847)
This theory is often linked to 19th century philosopher and historian Thomas Carlyle, who commented that "The history of the world is the biography of great men." This theory is usually contrasted with a theory that talks about events occurring in the fullness of time, or when an overwhelming wave of smaller events cause certain developments to occur.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born they are not made. This theory is based on the belief that leaders are exceptional people, born with innate qualities, destined to lead.
The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. Gender issues were not on the table when the 'Great Man' theory was proposed.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Turn Digital Reputation Threats into Offense Tactics - Daniel Lemin
Chap3 notes
1. Presentation Transcript
1. LEADERSHIP:Theory, Application, Skill DevelopmentRobert N. Lussierand Christopher F.
Achua Teacher: Inamullah
2. Chapter 3 Leadership Behavior
3. Leadership Behavior & Styles • Leadership Behavior : By the late 1940s, most of the
leadership research had shifted from the trait theory paradigm to the behavioral theory
paradigm, which focuses on what the leader says and does. • In the continuing quest to find
the one best leadership style in all situations, researchers attempted to identify the differences
in the behavior of effective leaders versus ineffective leaders. • Unfortunately, no leadership
behaviors were found to be consistently associated with leadership effectiveness. The
leadership behavior theory paradigm lasted nearly 30 years.
4. Leadership Behavior and Leadership Style • Behavior is based on traits and skills •
Relationships between leaders and followers are based on the leaders’ traits and attitudes •
Relationships are good predictors of employee behavior and performance • Leadership style
is the combination of traits, skills, and behaviors leaders use as they interact with followers
5. University of Iowa Research • In the 1930s, before behavioral theory became popular, Kurt
Lewin and associates conducted studies at the University of Iowa that concentrated on the
leadership style of the manager. Their studies identified two basic leadership styles: •
Autocratic leadership style: The autocratic leader makes the decisions, tells employees what
to do, and closely supervises workers. • Democratic leadership style: The democratic leader
encourages participation in decisions, works with employees to determine what to do, and
does not closely super- vise employees.
6. University of Michigan Leadership Model: Two Leadership Styles, One Dimension Job-
Centered Employee-Centered Leadership Style---------------------------Leadership Style • Job-
centered leadership style: • Refers to the extent to which the leader takes charge to get the
job done • The leader closely directs subordinates with clear roles and goals • The manager
tells subordinates what to do and how to do it • Employee-centered leadership style: • Has
scales measuring two employee-oriented behaviors of supportive leadership and interaction
facilitation • The leader focuses on meeting the human needs of employees while developing
relationships • The leader is sensitive to subordinates and communicates to develop trust,
support, and respect
7. Ohio State University Research From mid 1940s to mid 1950s: • The Personnel Research
Board of Ohio State University, under the principal direction of Ralph Stogdill, began a study
to determine effective leadership styles. • Researchers developed an instrument known as the
Leader Behavior Description Questionnaire (LBDQ). • Respondents to the questionnaire
perceived their leader’s behavior toward them on two distinct dimensions or leadership types.
8. Ohio State University Research • Initiating structure behavior: The initiating structure
leadership style is essentially the same as the job-centered leadership style; it focuses on
getting the task done. • Consideration behavior: The consideration leadership style is
essentially the same as the employee-centered leadership style; it focuses on meeting
people’s needs and developing relationships.
9. Ohio State University Research High Consideration LowLow Initiating Structure High
10. Leadership Grid Theory • Robert Blake and Jane Mouton, from the University of Texas,
developed the Managerial Grid and published it in 1964, updated it in 1978 and 1985. • In
1991 it became the Leadership Grid with Anne Adams McCanse replacing Mouton, who died
2. in 1987. • The Leadership Grid builds on the Ohio State and Michigan studies; it is based on
the same two leadership dimensions, which Blake and Mouton called concern for production
and concern for people.
11. Leadership Grid Theory 9 High 1,9 Country Club 9,9 CONCERN - P E O P L E Team
Leader 5,5 Middle of the Road Impoverished Authority-Compliance 1,1 9,1 Low 1
1CONCERN for PRODUCTION9 Low High
12. Leadership Grid Theory • The impoverished leader (1,1) has low concern for both production
and people. The leader does the minimum required to remain employed in the position. • The
authority-compliance leader (9,1) has a high concern for production and a low concern for
people. The leader focuses on getting the job done while people are treated like machines. •
The country-club leader (1,9) has a high concern for people and a low concern for production.
The leader strives to maintain a friendly atmosphere without regard for production.
13. Leadership Grid Theory • The middle-of-the-road leader (5,5) has balanced, medium
concern for both production and people. The leader strives to maintain satisfactory
performance and morale.. • The team leader (9,9) has a high concern for both production and
people. This leader strives for maximum performance and employee satisfaction. According to
Blake, Mouton, and McCanse, the team leadership style is generally the most appropriate for
use in all situations.
14. Importance of Research in Behavior-Based Leadership • Research in behavior-based
leadership led to a shift in the leadership paradigm to contingency leadership theory •
Recognized that organizations need both production and people leadership • Supported that
most leadership functions can be carried out by someone besides the designated leader of a
group (i.e., idea of participative leadership introduced)
15. Motivation • Is anything that affects behavior in pursuing a certain outcome • The pursuit of
happiness and satisfaction is fundamental to motivation • Making employees happier and
healthier increases their effort, contributions, and productivity
16. The Motivation Process • People go from need to motive to behavior to consequence to
satisfaction or dissatisfaction • A need or want motivates all behavior • Needs and motives are
complex • Understanding needs helps the leader to better understand motivation and behavior
• Motives cannot be observed; only behavior can be witnessed NeedMotive
BehaviorConsequenceSatisfaction orDissatisfaction Feedback
17. Major Motivation Theories CLASSIFICATION OF MOTIVATION THEORIES SPECIFIC
MOTIVATION THEORY 1. Content motivation theories(Focus on explaining and predicting
behavior based on employee need motivation) 2. Process motivation theories(Focus on
understanding howemployees choose behaviors to fulfill their needs) 3. Reinforcement theory
(Proposes that behavior can be explained, predicted, and controlled through the
consequences for behavior) • A. Hierarchy of needs theory • B. Two-factor theory • C.
Acquired needs theory • A. Equity theory • B. Expectancy theory • C. Goal-setting theory •
Types of Reinforcement • Positive • Avoidance • Extinction • Punishment
18. Maslow’s Hierarchy of Needs Self- Actualization Needs Esteem Needs Social Needs Safety
Needs Physiological Needs
19. Maslow’s Hierarchy of Needs • Physiological needs • Air • Food • Shelter • Sex • Relief from
or avoidance of pain • Esteem needs • Ego • Status • Self-respect • Recognition • Self-
confidence • Prestige • Safety needs • Safety • Security • Belongingness (Social) needs • Love
• Friendship • Acceptance • Affection • Self-actualization needs • Develop to one’s full
potential • Growth • Achievement • Advancement
20. Two-Factor Theory • Maintenance factors • Extrinsic motivators • Include pay, job security,
title, working conditions, benefits, and relationships • Motivator factors • Intrinsic motivators •
Include achievement, recognition, challenge, and advancement
3. 21. Money as a Motivator • Has limited value as a motivator • Matters more to some people than
others • May motivate to a comfortable income level, then cease to be effective
22. Motivating Employees with Two-Factor Theory • Managers must first ensure that the
employees’ level of pay and other maintenance factors are adequate • Once employees are
not dissatisfied with their pay (and other maintenance factors), they can be motivated through
their jobs (intrinsic motivators) • Job enrichment • Building motivators into the job itself by
making it more interesting and challenging
23. Equity Theory • Based on perceptions of fair management • If management actions are
perceived as unfair, employees will feel angry, outraged, resentful • People are said to be
motivated to seek social equity in the rewards they receive (output) for their performance
(input)
24. Our inputs (contributions) Others’ input (contributions) = Our outputs (rewards) Others’
outputs (rewards) = Equity Theory (cont.) Proposes that employees are motivated when their
perceived inputs equal outputs.
25. Equity Theory (cont.) • People will compare their own perceived inputs and outputs to those
they perceive that others receive • When inequity is perceived, employees will attempt to
reduce it by reducing inputs or increasing output
26. Motivating with Equity Theory • Understand that equity is based on perception, which may
not be correct • Reward equitably based on production • Ensure that employees understand
the inputs that are required to achieve certain outputs • When incentive pay is used, ensure
that clear standards exist
27. Expectancy Theory • Proposes that employees are motivated when: • They believe they can
accomplish the task • They will get the reward • The rewards for doing so are worth the effort
28. Expectancy Theory Variables • Expectancy is a person’s perception of his or her ability to
accomplish an objective • Instrumentality is the belief that successful performance will result in
receiving the reward • Valence is the value a person places on the outcome or reward
Motivation = Expectancy × Instrumentality × Valence
29. Motivating with Expectancy Theory • Clearly define objectives and the required
performance to achieve them • Tie performance to rewards • Be sure rewards are of value to
the employee • Make sure employees believe you will do what you say you will do • Use the
Pygmalion effect to increase expectations
30. Goal-Setting Theory • Proposes that specific, difficult goals motivate people • Goals give
people a sense of purpose as to why they are working to accomplish a given task.
31. Criteria for Objectives • Singular result • One end result • Specific • Exact performance
expected • Measurable • Observe and measure progress • Target date • Specific completion
date
32. Criteria for Objectives • Difficult but achievable • Should “stretch” the employee or team, but
not too much • Participative decisionto set the objective • Commitment of employees •
Employees must accept the objectives